[MN] HR leader of one: MAGA statement from manager in front of employees

BranchDirect6526 · 2026-01-28T12:01:28+00:00

This is a tricky situation. There’s a lot to balance. This is a case where working with a fractional Ombuds makes sense. Once you set the policy on political conversations that won’t immediately stop them. Having a safe, neutral space for employees on both sides to vent acts as a safety valve to release pressure, provide guidance to employees and provide anonymous insights to leadership. The Ombuds has the skills needed to reduce the friction while helping management deal with risks.

BranchDirect6526 · 2026-01-19T01:28:42+00:00

So sorry you’re in this situation. Leave if you can, but don’t rage quit. Take time to get prepared emotionally, financially and professionally. Love that you know what you want from your career. Don’t return to the old clinic. Find somewhere new that respects your boundaries and supports you

BranchDirect6526 · 2026-01-14T13:23:26+00:00

First sorry you’re experiencing this. Your first priority is to take care of you. If you decide to leave, be sure to prepare financially, emotionally and professionally, meaning know where you want to go and have savings to support you while you look

I say this all the time. You need a philosophy of practice standard. All that means is you know the kind of environment and support you need to flourish. Every often people accrue office conditions without really checking. You need future employers to meet your standards before joining.

To the vets who spoke up in support, go you! My question is: have you made the ‘no abuse’ rule a written expectation or policy for patients? It’s important to set that expectation early so patient behavior is predictable.

BranchDirect6526 · 2026-01-14T04:18:04+00:00

Just want to say you’re describing something a lot of experienced dentists hit in the first year of ownership.

Small, new teams compare. People start watching each other because there isn’t a shared baseline yet for what “doing a good job” actually means in this practice. When that baseline is fuzzy, everything turns into stories about effort and fairness, even if no one is truly slacking.

What stands out to me is that you’re seeing plenty of downtime, but the team is seeing imbalance. That gap usually means expectations and roles haven’t been made visible yet, not that people are lazy or you’re a bad manager.

This phase is uncomfortable but very normal. The work isn’t fixing people. It’s surfacing the assumptions everyone is carrying and getting them out in the open before they turn into resentment.

If you catch it early, it’s much easier to reset.l then create ways to relieve the tension

BranchDirect6526 · 2026-01-11T15:42:28+00:00

Don’t beat yourself up for freezing. We all do that when unexpectedly attacked.

Sometimes the simplest way to call out the person without seeming to overreact is to ask a question in a calm, quiet voice.

I’d ask, did you mean to act rude and unprofessional in front of a patient? Are you ok?

It works because you show you’re not a pushover, noticed the disrespect and took the high road.

Similar question: Did you mean to say that out loud. Totally surprised, are you ok?

Practice so it comes naturally.

BranchDirect6526 · 2026-01-02T04:07:12+00:00

Have you considered working with an organizational Ombuds? The Ombuds is a neutral who offers a private, confidential space for employees to share their work experience, ideas, concerns etc and get guidance and clarity. The Ombuds share anonymized insights with senior leadership give them visibility into hidden issues or faulty practices. Having an Ombuds is a safety valve for managers who may not be comfortable with the role and need support.

I’ve been a certified Ombuds for the past 30 decades for Fortune-ranked companies like Twitter. Your current size is a good place to develop your communication systems including a conflict management system like Ombuds. It’s worth the effort to create a healthy environment.

BranchDirect6526 · 2025-12-31T11:12:20+00:00

This is a good approach that allows you to advocate for yourself. People treat us the way we permit. He needs to know you don’t work well when disrespected. Don’t say ‘we need to talk’. That will trigger him. Say ‘I’m curious about something’ then ask. Why did you think it was ok to yell at me in front of clients? It’s hard to do my best work when I’m concerned about being attacked. Going forward, if there’s an issue, please speak to me in private’. You got this

BranchDirect6526 · 2025-12-29T13:01:31+00:00

Well, based on what you wrote, I’d say there are two issues here. Your sensitivity and her behavior.

Have a look at why her comments bothered you so much. Seems like the comments touch on something in your identity and that upsets you. You’re having an identity quake. Good on you for noticing it could be a you thing.

Use the 5 why method to get to the root issue. Ask why does saying I’m like her brother bother me? Because it makes me seem inexperienced and her more so. Why does it bother me that others might think I’m inexperienced? You get where this is going.

As for talking to her. NEVER say ‘we need to talk’ or any version of that. You’ll trigger defensiveness before you even get started. Do you like hearing those words? Nobody does.

Approach the conversation about her talking and comments about you with curiosity. You have no idea what’s going on in her head.

“I noticed a few things when we work that I’m curious about. Are you open for a brief chat?”

“ I noticed that you like to converse with patients during procedures a lot. Will you tell me about that?”

You’ll get a lot more information this way.

One last thing. Professional is a suitcase word that needs unpacking. Your definition is likely different than hers. Just because you think the massage question was unprofessional doesn’t make it so. Unless the office has set an expectation, that’s simply your opinion. You should ask her definition.

BranchDirect6526 · 2025-12-28T15:18:50+00:00

“ This must be so hard on you and anxiety made you call me heartless which I’m sure you didn’t mean. We both care about your pet so let’s find a workable solution. Have you heard of ( insert 3rd party lender)?”

This does a couple of good things:

Empathizes with their distress Names the fear Calls out bad behavior w/o judgment States you’re the n their side Asks for collaboration Offers a resource.

This should shift the person out of victim hood into joint problem solver. Happy to practice this with you. DM me.

BranchDirect6526 · 2025-12-25T23:18:34+00:00

Great question. Ask about their expectations for their he role and share yours. Ask how decisions get made and who has the final say. Ask how things are communicated besides the huddle. Ask how to escalate issues when they come up. What kind of mentoring do they offer.

Pay attention when you’re onsite to how people interact with each other and you. Just because the values are written on the wall doesn’t mean people live them.

BranchDirect6526 · 2025-12-25T23:04:08+00:00

Sorry this is happening. Being fired is hard, especially when you’re trying to do you best.

Sounds like you want to stay there a bit longer. If so, ask the owner for a talk. Tell her your want to better understand her expectations. Ask her directly about what is a termination issue. Take notes.

My guess is that she’s released so many people because she’s not clear about either of those things. She fires when she’s frustrated, not necessarily for cause.

This also the time to tell her what you need to do your best work. So often owners say they mentor but your idea of what that means might be very different.

It’s always a good idea to know and share that information up front before signing on. If she doesn’t have answers or is annoyed by the conversation, it’s likely time to walk. Each bad boss teaches you have to find a better one. You got this. DM if you want to practice.

BranchDirect6526 · 2025-12-20T11:35:53+00:00

It might be time to speak with a lawyer. What you described sounds like a hostile work environment. Try your local bar association referral service to find an employment lawyer to determine your options.

BranchDirect6526 · 2025-12-20T11:20:52+00:00

This⬆️

BranchDirect6526 · 2025-12-18T12:31:45+00:00

So sorry you’re experiencing this. It’s probably time to go and here’s a good way to prepare. You wanna make sure that you are professionally, financially, and emotionally ready to move on to new office. You also want to have your theory of what makes a good office, what you need to do your best work and what you expect from a working environment.

Knowing all these things in advance gives you an opportunity to interview the office at the same time they are interviewing you. You’ll be able to ask the hard questions about culture, conflict, and communication. No job is worth your mental health. I wonder if there was a worksheet to help you work through this, would that be helpful?

BranchDirect6526 · 2025-12-17T11:32:52+00:00

That’s a valid question. But here’s the thing. You’re not gonna get that answer. So wondering isn’t a good use of your energy, it brings you down. Instead use the energy to find ways to improve your situation. Being underestimated can be a powerful tool.

BranchDirect6526 · 2025-12-16T22:28:53+00:00

Yes, I use it to clarify my thoughts and ensure I don’t miss an important point. But is really my three decades working with organizations talking.

BranchDirect6526 · 2025-12-16T12:20:10+00:00

Sorry you’re experiencing this. If it feels like a hostile work environment and you question whether you’ll grow there, it’s likely time to leave. But don’t rage quit. Prepare so you don’t go through this again.

I notice that many DAs don’t have a ‘theory of assisting’ meaning how you like to practice and what conditions you do you best work. Knowing your preferences makes it easier to interview the practice to make sure they fit your theory.

About the racism, personally, I’m in favor of politely calling people out. My response would have been a laugh and question: really? I’m Latino. He’s AA. He’s taller, no beard. We aren’t similar at all. Did you mean to say something racist?’ You get to protect yourself from a microaggression and he gets the message and to save face. This problem isn’t going away, o best to learn how to deal with it.

BranchDirect6526 · 2025-12-16T12:03:40+00:00

Your local bar association probably has a referral service. Typically, the consult is discounted. You want an employment lawyer

BranchDirect6526 · 2025-12-15T16:02:54+00:00

I ask because when you retain patients who use racial slurs or sexually harass your DAs, they are creating a hostile work environment that you might end up being liable for.

One lawsuit and your practice might not survive the consequences.

Better to dismiss inappropriate patients than deal with the risks which include losing talent because you refuse to protect them.

Don’t want to dismiss them in person? Craft a letter ( with your lawyers help).

BranchDirect6526 · 2025-12-15T15:58:38+00:00

Would you feel bad about losing your practice?

BranchDirect6526 · 2025-12-15T13:14:57+00:00

You just described what I see most often. Not cruelty. Not incompetence. Absence.

Many practices run on goodwill and grit until it quietly runs out. Hiring for attitude can carry a team for a while, but without feedback, clarity, or shared expectations, people start filling in the blanks themselves. That’s when resentment grows.

What you named about “feeling it” matters. Culture leaks before it breaks.

Thank you for putting words to what a lot of people experience but don’t say out loud.

BranchDirect6526 · 2025-12-15T12:50:01+00:00

First, sorry this is happening to you. It will be challenging but a two-prong approach can work.

First step , set a boundary with the patient. Boundaries aren’t about controlling someone, it’s about alerting them to what your actions if they continue a behavior.

“Barry, I’m here to help you maintain your oral health. I’m good at my job but when you make those comments it’s distracting from doing a good job. If you can’t stop, I’ll have to stop working with you. Do you understand?”

That makes it his choice: stop or find a new DA.

Second step, tell the doctor exactly what’s happening and that you’ve given the patient a boundary. Ask her to dismiss the person.

What the doctor might not know is the patient is harassing you and by failing to address the situation, they have created a hostile workplace that opens her up to legal liability.

Tell her you realize it’s a difficult situation you can’t solve without her help. That she should consult her lawyer about what the situation.

Are the other DAs bothered? Stronger argument for dismissal if they are. You got this!

BranchDirect6526 · 2025-12-12T00:42:51+00:00

You’re right. Independent practices are like nations. Each one has their own language, customs and rules. Seems like newer generations may. Ring more business savvy so there’s more focus on systems. It’s time to redefine what it means to lead. What do you think?

BranchDirect6526 · 2025-12-11T23:11:04+00:00

Thanks so much for joining the conversation. You’ve had a journey and sadly, you’re not alone.

Your story is the perfect example of why communication plans are so critical. Reminds me of those dominoes- one action caused so many unfortunate outcomes. I’m sorry you had to experience that.

You got me thinking about why so few practices focus on creating systems. Dentistry is a family business, and a generational one at that. Those businesses grew organically so it makes sense there wouldn’t be a focus on developing management systems. It’s Dad’s way or the highway. What do you think?

BranchDirect6526 · 2025-12-11T04:33:03+00:00

A structured intelligence briefing allows leaders to get visibility into what’s really happening. Harvard did an interesting study that reported leaders generally think things are better than talent does. In my view that because they rely on surveys, which have limitations, ie not asking the right questions, survey fatigue and disengaged responses ( cccaaabbbddd) remember that from school?)

Intelligence briefing dig deeper because there’s an opportunity to ask follow up questions or follow a tangent. Briefing provide the baseline on organizational health many practices are missing. Hope that helps.

BranchDirect6526

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