Chelsea Myers on How to Create Open and Honest Conversations in the Workplace

In this episode of The Dental Economist Show, host Mike Huffaker is joined by Chelsea Myers, Founder and CEO of Dental Life Coach. 

Join them as they discuss: 

• The importance of open and honest conversations in the workplace
• The value of giving people the benefit of the doubt
• Practical advice on difficult conversations 
• Preventing burnout. 
• The significance of self-awareness in leadership
• And more!

Chelsea Myers is the Founder and CEO of Dental Life Coach, a group of experienced coaches and professionals that work with DSOs and group practice dentists. An emotional intelligence expert that specializes in the dental industry, Chelsea has coached hundreds of clients to enable personal and professional growth. She is also the host of the Dental Brain Crops podcast.

Episode Highlights

Embracing Honest Conversations: Chelsea emphasizes the need for open and honest conversations in the workplace, where leaders can address areas of improvement without fear or judgment. She notes the difference between how those that lead an organization and the key players in the organization think about goals. This can be due to a “language barrier”—that is, that the organization says one thing, the doctors say another thing, and although everybody thinks they’re being clear, they’re not. The way around all of these issues is the ability for all stakeholders in the organization to hear opinions and concerns with an open mind. 

Improving Mental Health and Avoiding Burnout: Firstly, Chelsea stresses that prevention is better than cure. She says that the organizations that are proactive and put things in place are the ones that have the best approach. In terms of the strategies for counteracting burnout and mental health issues, Chelsea says that fostering a culture of openness and encouraging people to speak up about the problems they’re facing is the best way to get the help they need. 

Coaches versus Managers: Chelsea highlights the importance of managers that also act as coaches. Citing team members that complain that they are led by people that are indirect or unapproachable, Chelsea says it’s vital to provide support for leaders that have never had experience of being coached or mentored. She compares this to parenting, suggesting that your style of parenting is based on what support structure you had. In most cases, the ability to coach and mentor successfully is not inherent—it’s a learned skill. 

The Value of Self-Awareness: While the people Chelsea works with are all intelligent people, a large proportion of them are unable to check in with their feelings; she says that many “don’t actually know what they’re thinking and feeling.” This is why Chelsea recommends setting aside some time to identify how you’re feeling, and really get a deeper understanding of what emotions are at play, whether that’s frustration, fear, anxiety, or even happiness—Chelsea even puts this reflection time in her schedule.

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