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CATEGORY COLUMNISTS

When “It’s not that bad” … makes it worse

By Simon Palmer

Simon Palmer

A ll too often, dental practice owners only make the decision to sell their practice after several years of declining revenue and pro t. Why is it that so many practice owners wait so long? ey know that the declining revenue and pro t will be depreciating their asset…Why is it that when they see this happening, they wait? It isn’t because they have a master plan to turn it around… It isn’t because they see market forces turning in their favour… It isn’t because they are blissfully happy in ownership… It isn’t because they love the practice more than they love their nancial wellbeing… All too often, it is because of a pheno menon known as the Region-Beta Paradox. e Region-Beta Paradox is a cognitive bias that explains how: 1. People will get stuck in a declining set of circumstances because it isn’t deemed bad enough to do anything about. AND 2. is often means that people will get better outcomes from a worse set of circumstances, simply because a worse set of circumstances will be acted upon faster. Once you hear about this paradox, examples of it are everywhere: u You might see a doctor if your discomfort was greater than 5 out of 10, but would put up with the discomfort if it was 2 out of 10…you could be getting better faster from a 5/10 injury than a 2/10 injury. u People working at jobs that are ok (but not good) are unlikely to quit to seek out better employment, but people with bad jobs are. us, people with bad jobs are much more likely to get to good jobs faster. u People in ok, but unful lling, relationships are less likely to break up and seek better relationships than people in bad relationships. …And… u When a business owner holds on to a business that is in decline and not making them happy, they will often get a better result ( nancially and emotionally) the faster they act.

How can we overcome the Region Beta Paradox in business ownership?

The final step is to take action is is not always easy.

It involves stepping out of the declining business condition that you are in, before it reaches the threshold of bad. It involves: u Reinvesting time, e ort and energy into your business to turn it around or u Selling the business before it depreciates further, and reallocating your time towards: – other, more rewarding business interests – interests that make you happier – working as a dentist without being a business owner – phasing into retirement e lesson to learn from the Region Beta Paradox is that the thing that is usually standing in the way of getting to “good”, in business and in life, isn’t “bad”. We will usually spring into action and overcome “Bad”. e thing standing in the way of getting to a good result is usually our amazing ability to put up with mediocre for far too long. u

The first step is to recognise when you are in it 1. We need to be honest with ourselves when the business is in decline and will be worth less in a few years. An easy indicator of this is when pro t is declining over time. 2. We need to be honest when we don’t have an e ective strategy (or the energy) to do anything about it. 3. We need to be honest about whether running the practice is making us happy, or if we are simply used to it and are “comfortably numb”. The next step is to question why we are stuck in this paradox We need to ask ourselves: “Why, if I admit that things are currently not good…if I don’t think that things are getting better…do I wait before I take action”? Surely we should all be striving to get to “good” as fast as we can, rather than staying where we are, mildly deteriorating and complacent?

AUSTRALASIAN DENTIST 115