These are exciting and challenging times in the business of dentistry. Greek philosopher Heraclitus is quoted as saying, “change is the only constant in life.” Change seems to be coming quicker and quicker.
In the mid-1990s, when I began my work with dentists to improve the systems and profitability of their practices, the business of dentistry was quite different. Most offices had computers, yet they were still scheduling in paper appointment books. Also, many dentists did not participate in insurance and were easily getting their full fee. Due to higher reimbursement from insurance companies, overhead was considerably lower and it was simpler for dentists to make a healthy income. More than 2 decades later, dental business owners face increased competition from corporate dentistry, a changing business model as many dentists own multiple locations, a squeeze on profit margins due to decreasing reimbursement, and patients who are having to pay more out of pocket for their premiums and cost of care. Now, more than ever before, it is vital for the doctor and entire team to have a clear picture of what needs to be done to make the practice function at an optimal level.
THE IMPORTANCE OF A CLEAR PICTURE
The role of the dental business owner has evolved. In addition to clinical dentistry and direct patient care, these practice owners now find themselves wearing multiple hats including CEO, leader, and coach. In my book, Growing Your Dental Business, the focus is on the dentist as CEO. In this role, knowing the business numbers and having a roadmap for practice growth gives strategies to greatly improve practice profitability. Yet, both the short- and long-term growth of a practice starts with the foundation. Most people refer to this as the culture of a business. Still a fuzzy term, a clearer way to think of culture is the personality of the business—not necessarily what is being done (procedures or systems) but how the team goes about doing it. In the work that I have been privileged to do with many dental professionals, knowing the specific steps is only about 20% of the answer to practice challenges. The other 80% is related to how the team works together and implements their systems or procedures, and the how is set by the tone of the owner in the roles of leader and coach.
The Dental Business Owner’s Role as Leader
As tempting as it is to dive into the numbers, marketing, and efficiency strategies, having that knowledge means very little if you do not have your entire team on board. This is the greatest challenge when it comes to continuous and sustainable growth in your dental business. So, where do you start?
As a leader, give your team a clear picture of what the expectations are for how they conduct themselves in the practice. One of the biggest breakdowns in practice performance occurs when the owner believes the expectations are clear, but in reality they are not at all clear to the team member. Often, I hear that these expectations should be common sense, but if there is one thing I know with certainty, it’s that common sense is not at all common. If a team member is not meeting the practice expectations—because of behavior or job performance—either the expectations aren’t crystal clear, or they were set with no coaching after the fact.
To clearly set these expectations, these standards must be shared verbally and in writing. Keep it simple by starting with a “top 10” list. This list is not a substitution for policy manuals or procedural instructions. Start with your overarching expectations for your entire team (ie, business partners, managers, every staff member). This list of standards frames the culture, or personality, of your practice. Once it’s written and shared, it is up to you as the leader to model it and as a coach to coach it— consistently, repetitively, and clearly.
The most successful team members have 3 common traits: they are adaptable, accountable, and coachable. If you hire and cultivate your team to represent these three attributes, the sky is the limit on what you can accomplish. Focus on how you want them to be, rather than what you want them to do.
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See Table 1 to get started on making your own framework for the personality you seek in your dental business. Once you have established your expectations—and if you have multiple owners, it will need to be a shared list—convey these to your management team first, then share them verbally, clarify them, and post them. Post them in areas that are visible to the team only, such as break rooms, supply rooms, and kitchen areas. Revisit them monthly, and ask if your team feels like they are living these out. Have an open-door policy so any team member can come to leadership to let them know if they feel these expectations have fallen by the wayside.
When you interview potential team members, this list of expectations should be one of the first things you share with them during the interview. The candidates must be willing to adopt the attributes in your expectations list and even be excited about them. Your ideal candidates will be looking for these attributes in the workplace. If the candidates find your expectations too high or a turn-off, be grateful for this discovery before you hire them. Once they start their positions, these expectations should be reviewed with them again in greater detail on their first day of work. If you are a solo practitioner without an office manager, perhaps make a simple video recording covering these points, and have the new team member watch it and take notes.
The Dental Business Owner’s Role as a Coach
The most successful dental practice owners are also great coaches. In the last decade, the position of office manager has taken on new meaning. Do you have an office manager or multiple managers and levels of management for multiple location practices? If so, boots-on-the-ground coaching may be something you delegate to others to handle. These managers (or coaches) not only need the tools to coach the team, they also rely on your coaching to let them know if they are on track with your expectations.
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Coaching the team in a business setting is made simple by following the 7-step blueprint for coaching found in Table 2. The best way to transition into the process of coaching is to begin where you are. Start by giving them your clear expectations as a leader—your own 10 “be-” attitudes. Then move on to reviewing each team member’s current performance. When you wait until someone needs coaching, it’s usually an uncomfortable mess with the potential for an unhappy ending. Be proactive and make regular coaching feedback sessions a way of life with your new hires and the existing team. Most teams want feedback; they greatly desire your appreciation and want to know that you believe in them enough to share when the expectations are not being met.
When your dental business has this type of culture, your team will be fully on board and behind you in reaching your practice’s potential. They will care for patients, strive for goals, and implement systems and techniques in a way that most business owners never dreamed was possible. If a team member ever steps out of bounds, it is easy to identify whether he or she is willing and capable of being coached to perform within the culture of the practice or whether he or she will be happier elsewhere.
CLOSING COMMENTS
Get your entire team on board! Your continued journey to practice success, profitability, and quality of life inside and outside of the office depend on them. Share your expectations and vision, coach your team, and look forward to caring for patients and doing the work that you love.
Ms. Reed graduated from Harding University (Searcy, Ark) with a BBA in management. She is a member of the Academy of Dental Management Consultants, the American Association of Dental Office Managers, and the National Speakers Association. Her expertise has been highlighted in widely published articles and at seminars she presented across the country. She has been named a Leader in Dental Consulting by Dentistry Today since 2007. She can be reached at (888) 877-5648, at penny@pennyreed.com, or via pennyreed.com. To follow her Growing Your Dental Business podcast, find it on iTunes or go to the website growingyourdentalbusiness.com.
Disclosure: Ms. Reed is the author of Growing Your Dental Business and receives finanical royalties from book sales.
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