From Boat Shoes to Breakthroughs: Q4 Camp Highlights

As we settled into our seats, the familiar rhythm of Camp began. Our COO, Matt, kicked things off with an overview of agency financials, followed by Davia, our Business Operations Manager, who unveiled the rollout of our new Wonderist CRM. But the real adventure was about to begin as we welcomed back our special guests, Mark Ketterhagen and Dr. Sarah Blair, affectionately known as the “Ketterblairs.”

The Return of the Ketterblairs

The Ketterblairs were no strangers to our deck, having guided us through organizational waters before. In Q2, they introduced us to the five key behaviors of organizational health: Trust, Healthy Conflict, Commitment, Accountability, and Team Results. We'd spent time diving into these concepts through online training and workbook exercises in the Wonderist Training Institute.

Now, Mark and Sarah were back with a mission: to help us put these principles into practice.

Charting the Course

The Ketterblairs structured our day around a simple yet effective format. For each key topic, they'd provide a brief review, ask a few brave Buds to demonstrate in front of the group, and then we'd break into smaller teams for hands-on practice.

To warm us up, we started with a creative group exercise. Each Bud received an envelope containing a persona - the talker, the avoidant, the thinker, and so on. We were tasked with working through common workplace scenarios while embodying these personas. As an extra twist, the exercise included a secret QR code hidden in the office that would reveal the "true value of Wonderist." This icebreaker not only got us laughing but also primed our minds for effective communication and problem-solving.

Steering Into Vulnerability-Based Trust

Our first port of call was Vulnerability-Based Trust. The Ketterblairs reminded us that this is the willingness to admit mistakes, weaknesses, and fears, and to rely on one another for support. We explored what healthy conflict looks like when working with clients, reframing it as constructive debate.

Key takeaways included:

• Giving real-time permission for constructive disagreement
• Having and voicing genuine opinions
• Mining for conflict when sensing dissatisfaction

We put these concepts into action with the "Diving Board Drill." Each Bud prepared a vulnerability-based statement and delivered it to their small group, receiving feedback and then trying again. It was a bit nerve-wracking at first, but the supportive environment made it easier to take the plunge.

Navigating the Waters of Commitments and Healthy Conflict

After refueling with some delicious poke for lunch, we dove into the waters of Commitments and Healthy Conflict. The Ketterblairs introduced us to two types of commitments: norms/values and action items. We learned to identify and avoid passive agreement, instead engaging in healthy debate to ensure true buy-in.

We practiced phrases like:

• "Let's review what we've identified as critical steps..."
• "Could you recap for me...?"
• "How do you feel ____ is going?"

Mark and Sarah demonstrated these conversations, followed by some brave Buds taking the stage. Then we broke into small groups, with one Bud playing a client presenting realistic pushback. The rest of us practiced navigating the conversation, calling timeouts for real-time feedback and taking detailed notes on word choice and body language.

Steering the Ship Toward Accountability and Results

Our final destination was Accountability and Results. We grappled with the question: "Do we ask for better from one another?" The Ketterblairs emphasized that when commitments aren't met, an open, direct conversation should follow.

We learned a three-step process for these conversations:

1. Reference the commitment
2. Objectively state the observation
3. Explain the impact

Mark and Sarah modeled this approach with phrases like:

• "It really helps the team when you... and I hope you keep doing it."
• "It really hurts the team when you... and I'd like you to stop doing that."

We then practiced these conversations in small groups, using Client Accountability Cards to simulate various scenarios. The goal wasn't to problem-solve but to practice holding clients accountable in a constructive way.

Docking at Port

As we wrapped up our nautical adventure, it was clear that these principles of organizational health weren't just theoretical concepts to be discussed once and forgotten. They're meant to be woven into the fabric of our daily work, both internally as a team and externally with clients.

With the new year on the horizon, now is the perfect time to consider your own practice goals. Are you looking to boost patient retention, streamline your operational efficiency, or expand your service offerings? The journey to these goals begins with investing in your team. By fostering trust, encouraging healthy debate, securing commitment, maintaining accountability, and celebrating shared successes, you’ll be navigating toward a stronger, more successful practice.

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