4 Steps to Rebuilding Your Confidence After a Bad Hire for Your Medical Practice

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You made a bad hire, now what?

A bad hire can seriously dent your confidence and make you question whether you're even capable of building an A-team. 

But trust me, these are just tricks your mind is playing on you! 

I’ve worked with hundreds of very successful entrepreneurs, and I have yet to meet a single one who has not had a bad hire!

Most of the time, the pathway to a great team involves a few bad calls. That's why today, I want to share the four steps you need to take to rebuild your confidence and build the team of your dreams!

Tune in!

Key Takeaways: 

• 00:00 Intro 
• 02:17 Forgive yourself
• 04:45 Run an audit 
• 10:04 Revamp the teambuilding process 
• 11:21 Get back into the trenches
• 13:24 Outro 

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Transcript

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Rebuilding Trust After Bad Hire

Speaker 1 0:00

I'm not saying that this bad hire didn't work , because everything was perfect with the hire and everything was wrong with you , but the thing is you have no control over the hire , right Like when you look at auditing this situation . You really need to audit yourself and your actions and go like , okay , well , oh , that person was so crazy , but I hired them right . So what do I need to do ? What do I need to adjust ? So I'm not this person who hires crazy people , hi docs .

Speaker 1 0:30

Welcome to the EntreMD podcast , where it's all about helping amazing physicians , just like you , embrace entrepreneurship so you can have the freedom to live life and medicine on your terms . I'm your host , dr Imna . There are very few things that will make you wonder if you're the kind of person who can build an A-team , like a bad hire or somebody walking away and telling you you're a terrible boss . And so today , on this episode of the Entremet podcast , I'm going to show you how to rebuild trusting yourself , rebuild your confidence after a bad hire . Okay , now I'm going to start off by saying this I am yet to meet an entrepreneur who has not had a bad hire , at least an entrepreneur who is an established entrepreneur . I have spoken to people from startups to serial entrepreneurs to people who are building businesses valued at $500 million , and every last one of them has had a very fascinating bad hire . They have amazing stories they can tell you . So I want to start off by just letting you know if you had a bad hire , if you brought somebody who was a toxic employee on board , or you brought somebody who you thought was a great fit and they just could not deliver , they could not do the job , or you even , you know , you took the initiative and got somebody at the management level or the executive level and after they came on your team , they even made a whole mess of the work you had done over the years . If you've done any of those , that's okay . You're an excellent company , okay . This is something that happens to almost everybody , okay .

Speaker 1 2:06

So the question then becomes how do I rebuild my trust in myself ? How do I rebuild my confidence and my ability to attract hire and lead a great team ? Okay ? So the first thing is , oh my goodness , forgive yourself , like . Forgive yourself , extend yourself , grace . Don't make this mean a lot of things about you , even if there are things you need to correct , even if there are things , even if you're like , yeah , I had a , I had a lot to do with all these things that happened . These are things that happen , okay , because we're physicians , so I can use this analogy without feeling weird . But you know , building a team is kind of like getting competent at it . It's kind of like getting competent at nursing a baby . In the beginning , the baby doesn't know how to suck , the mom doesn't really understand how to breastfeed , and so , as they work on it , they both become better .

Speaker 1 2:59

When you start hiring , chances are that you really suck at identifying the right people . You're not really good at seeing red flags . When they're there , you convince yourself that it's not really there , because you want a warm body to take a position in your office . Or you don't even really know what the true outcomes for this role are , and the truth of the matter is there's no number of books or podcast episodes you listen to that will help you get everything in 24 hours . This is something you're going to become better and better at , and the better you get , the better quality people you bring on board , the better team members you hire , and so give yourself grace . This is not something you start off with perfection . This is something you grow into becoming better and better and better . So , and it happens to everyone . So just relax , forgive yourself , don't make it be a thing . Just forgive yourself , and now we can talk about how do we rebuild this trust , how do we get better at it , and all of

Revamping the Team Building Process

Speaker 1 3:54

that .

Speaker 1 3:54

So the first thing I really , I literally want you to stop , like you may need to pause this and stop and say , okay , I've been beating myself up about this , I've been saying that I suck , which is not true . You're working on getting better . You know , like , I've even decided that I'm no longer hiring , I'm not doing that anymore , because this stuff just doesn't work . And it works , and a great team will absolutely , absolutely change your life . A great team has changed my life . A great team has a hundred X what I am able to do with this one life that I have , right , and so you're . It's , it's a magical thing , okay , but we got to learn to get better at it and all of those things . So we can't , we don't stop , okay , all right . So forgive yourself , forgive yourself , pause the episode , deal with it , come back , okay , but come back though , okay , all right .

Speaker 1 4:51

So the second thing is really to run an audit . And I want to challenge you . You can choose observation over judgment . So this is not about you sucked at this , you did this wrong . Oh , it's not about that . It's about observing what went wrong here , what went right here , what could I have done differently here ? Right , like it's observing with no judgment . Okay , the way I tell it to the doctors in the entrepreneurial business school , I'm like , hey , let's do this math . What is five plus five plus two ? And they're like , and I'm sure they're like , oh my goodness , what is Dr Una up to ? And I'm like , and they're like , 12 . I say good , I said good , I said what emotion did you feel as you did the math ? And they're like no emotion , it's just math . And I'm like I want you to treat this process the same way . Okay , I want you to just observe the facts and there's no story with it , right ? So I want to invite you to do that , okay . So we want to run an audit now . So these are the kind of questions you know , like where did I miss it in the hiring process ? Okay , so this is your audit Now , these are the questions you're asking when did , where did I miss it in the hiring process ?

Speaker 1 5:51

And it could be . You know we talk a lot about doing three interviews with three different people . Maybe you did one interview and at that interview , before the person sat down , you decided you liked them and you were going to hire them , no matter what they said . And you know we we can be truthful with ourselves and you were going to hire them , no matter what they said . And you know we can be truthful with ourselves , we know when we do this right . So maybe that was the thing right . Maybe we didn't really ask questions to get the answers that let us know if this person can actually do the job . Maybe we didn't even take the time to say what are the outcomes this role would create , right ? Maybe we didn't do that . And if you haven't listened to the episode on seven interview questions , I always ask oh my goodness , you want to go listen to it ? Right , because it will give you a feel for how we engage with that interview process . So maybe it was there . Maybe those were the things that were missed out . So that's something to look at .

Speaker 1 6:40

Another thing to look at is where did I miss it in the onboarding process ? Because when I started hiring people , I was like you guys I hope you read minds because I want you to come in and it's a plug and play you just do what you're supposed to do and everything's happily ever after . I resisted the time and effort of onboarding . I resisted creating an onboarding system . I resisted taking the time to train , taking the time to coach , taking the time to hold them accountable and all of those things . And maybe you did that and maybe you're looking . You're like I didn't sit down and do vision casting with them . I didn't show them the outcomes I want them to own . So they show up every week like this is what I came to own . I didn't take the time to show them how these tasks are linked to the outcome . I didn't take the time to create an evaluation system where , every week , I can say okay , these are your outcomes , these are the actual numbers . This is the gap . Where are you having challenges ? How do we work on this so you can deliver on the outcomes this role delivers right , like it's supposed to deliver on . Because if we didn't do that , maybe we didn't actually set them up to succeed right . Where did I miss it with the ongoing hiring ? So after their onboarding , did I say you know , the force be with you or did I have a system so , week to week , they're getting some aspects of training , some aspect of looking at the outcomes , all of those kinds of things ? I'm meeting with them , especially your high capacity hires . Did I do that ?

Speaker 1 8:17

Another question to ask is is my system set up to help them thrive ? Are they set up in such a way that they can get the results that they need to get ? So , for instance , maybe part of this person's responsibility is to make sure your schedule is always full . Let's say it's a private practice administrator and the question then becomes you know , if that's the person's role , do they have a way of pulling up the recaller ? Do they have people who can do the recaller , who they're holding accountable for that ? Is there spots in this person's calendar for them to go meet referral sources ? Is there a database of referral sources ? Or can we inform them on how they can create that and things like that ? It doesn't mean you do every single thing for them , but is there stuff in place ? You know what I mean . Is there stuff in place that people who are your friends , who are doctors , who would refer to you ? Did we do warm handoffs , did we set them up to succeed .

Speaker 1 9:18

Bad hire didn't work because everything was perfect with the hire and everything was wrong with you . But the thing is you have no control over the hire , right , like when you look at auditing this situation , you really need to audit yourself and your actions and go like , okay , well , I'm like , oh , that person was so crazy , but I hired them right . So what do I need to do ? What do I need to adjust ? So I'm not this person who hires crazy people , right , and so it's this radical ownership . And just looking at you know where do we miss it right , where do we miss it ? Okay . So the first thing is the forgiveness , the second thing is the audit and then the third thing is really revamping the team building process based on the audit . Okay , so I want you to think about it this way If I notice that I have the warm body syndrome , meaning when I go for an interview , if there's a warm body and they have potential , I just hire them .

Speaker 1 10:23

Then the system becomes we always have three interviews , and we always have three interviews with three different people , so that we can all come together and say , okay , this is why this person's excellent job , this is the evidence that this person can pull off this job . These are the red flags that I saw . These are like , everybody's not going to have the warm body syndrome and everybody's not going to fall in love with the client the way the potential hire , the way you do Right , and so you can say , okay , that's what we're putting into our process to make sure that , when people with a lot of red flags come up , that we're able to identify those right . Maybe it's time to build an onboarding system , maybe , like whatever that is , revamp your team building process by the information you got from the audit . Now you may not be able to change everything , and that's okay , but pick your top three and tweak those right . The top three will make a huge difference . Okay , so that's the third thing . Then the fourth thing is oh , my goodness , I mean , this is a hire that you need . I had a bad hire , you lost the hire or whatever .

Speaker 1 11:28

It is time to get back into the trenches . It is time to say , okay , let me go update . You know , like , based on my audit , I was like I just Googled job description for XYZ and I copied it and I edited some things and put it out there . I did not even take the time to sit down and say what is it that I really want ? Who is the kind of person I really want to work with , who is the kind of person I don't want to work with ? I didn't even do any of that work , I just put it out there and got whoever I got , and so this is the time to say let me go , let me rewrite this job ad based on what I truly want . Let me put it everywhere . Let me talk to people about the fact that I'm hiring and go hire . Don't let the bad hire stop you from getting a great hire right . So get back into the trenches , get back interviewing , get back having conversations with people , get back to asking for referrals and set yourself up to then have the best hire you've ever had , and that can totally , totally be your reality .

Speaker 1 12:31

I will tell you I have hired . I have had so many bad hires oh , my goodness , so many . I've hired a lot of people , so I've had so many bad , bad hires . But I will tell you that the team I have now whether that's in my private practice or in EntreeMD , or in the physician's marketing team , which is our marketing agency they are phenomenal and I'm so grateful for them . And they I mean they are the reason why I can do so many things and I can live a life that has such a profound impact . Because I'm not the only one doing it . I have a team of rock stars who are doing it , getting the work done , who believe in the vision , who love our clients , who love our community , and they're fighting to help them get results and see what is possible for them . It's mind-blowing , mind-blowing what is possible for them . It's mind blowing mind blowing .

Speaker 1 13:27

So when you think about the bad hire that you had , just think about it . As you know , you've got antibiotics , you got a diarrhea , but it fixed your ear infection , right Like . So the lessons learned are going to help you get to a great team . This is just a little side effect , right Like ? Just think about it that way . Well , not don't think too much about the diarrhea , but just the concept

Building a Rock Solid Team

Speaker 1 13:43

.

Speaker 1 13:43

But yeah , but you deserve , you deserve a great team , and sometimes the pathway to that is a few bad hires or maybe many bad hires , but you want to get better and better at hiring and leading an A team . Okay , so don't let this stop you in any kind of way . Forgive yourself , run the audit , edit your team building process and get back in the trenches . Back in the trenches , and I cannot wait to celebrate your next amazing hire , your next rockstar hire , and I know that you have exactly what it takes to build a rock solid team that will help you multiply exponentially your impact and will also create time freedom . Okay , all right . So this episode is a must share . I want you to take a screenshot of it , post it in your stories , post it on social media , tell it , oh , my goodness , go listen to this episode and I will see you , my friend , on the next episode of the Entrepreneur .