Managing requests for more money begins with managing employee expectations at the outset. It starts day one, not six, eight, or twelve months after the employee is working for you. Spell out the guidelines the first day the employee becomes a member of your team. Explain when raises will be discussed and under what circumstances a raise will be given. Follow the same script with every employee and you’ll ensure everyone knows their lines and yours. I recommend this type of approach:

“Betsy, your yearly salary will be reviewed on your one-year anniversary date. At that time, any increase in your salary will be dependent upon your performance and contributions to the practice as well as the financial condition of the business.”

This makes it clear that more money isn’t just handed over because the employee has marked 12 months on the payroll. Enhanced compensation is contingent upon the employee’s performance as well as the financial health of the practice. There are expectations to be met. It’s about commitment, results, and a willingness to do more than hang around for a year. Which means you will need to provide performance reviews and measurements that enable employees to see the direct relationship between their performance, the success of the practice, and ultimately their potential for increased compensation.

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Looking for additional help? McKenzie Management has been in the business for over 30 years providing Consulting, Training and Dental Management Products for Dentists just like you. Not sure what you need? For more information or a complimentary assessment please contact McKenzie Management at Toll Free 877-777-6151

“Doctor, I need a raise.” You can feel the hairs stand up on the back of your neck, your heart starts to pound, and fear is racing through your bloodstream. Few things will cause bone-chilling terror faster than when an employee asks for more money. It’s one sentence that will send the most rational doctors into the most irrational, emotional tailspins. The imaginary scenarios flood your mind, what if she quits, how can I afford it, what will the other employees expect … and on and on.

Unfortunately, when an employee asks for a raise, the dentist is a day late and likely to be several dollars short at this point. When it gets to this stage, doctors can feel backed into a corner. Consequently they go into reactionary response mode, rather than addressing the request logically and thoughtfully.

Step back, take a deep breath, and avoid the urge to respond immediately. Take control of the conversation and avoid replies, such as, “I can’t afford it right now.” In the employee’s mind, those large veneer cases you just completed should finance her/his meager little request with barely a scrape to the bottom line. “You haven’t been here long enough.” How long is long enough? And why doesn’t the employee know the answer to that question. “I need to be fair to the other employees.” This implies that hard work and dedication won’t get the employee far in your practice because there might be someone else on the team who doesn’t work as hard but would feel slighted by any hint of inequity. No better way to squelch a high achiever than to tell them their efforts won’t be rewarded.

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Looking for additional help? McKenzie Management has been in the business for over 30 years providing Consulting, Training and Dental Management Products for Dentists just like you. Not sure what you need? For more information or a complimentary assessment please contact McKenzie Management at Toll Free 877-777-6151

This past weekend I went into a local small clothing store to look around…..okay I did buy something!
There was only one store clerk behind the counter. She appeared to be about my age. I was asking her if this particular top came in a different size and she said,
“Oh no….sorry but it comes from China and I can’t get anymore.”

“Okay….well I’ll take these instead.” She proceeded to write it up…..long hand on a receipt pad. No computer in sight. I told her I was interested in that jacket because it matched my business colors, red and black. So, she immediately asked me what I did and I told her that I owned a management consulting company that specialized in dentistry. “Oh, that’s interesting.” I proceeded to tell her that we go into dentist’s offices and analyze their business operations and then make recommendations and implement and train to the prescribed action plan that increases their revenues.

She then asked me what a dentist’s biggest problems were and I said, very quickly, “patient retention”. She wasn’t quite sure what that meant so I said you know how you’re supposed to go to the dentist every 6 months? Yes, she replied. Well, I said, they send you a cheap cartoon postcard to remind you or they make you schedule your appointment 6 months out when you have no idea what you are doing and she said yes, you’re right and kind of laughed when she reflected back on her cartoon postcard.

So, I told her that dentists are blessed that they should have repeat business but they have weak systems and follow through to maintain the customer coming back. She then smiled and looked at me and said, ” I guess that could apply to my business as well because I own this store. I used to be in retail for years with Saks and Nordstrom and now I have this shop.” Yes, I told her. I reminded her that I just spent a good amount in her store and she had no idea who I was, my address, my email, nothing. She said, “You’re right.” I told her I would enjoy knowing about specials she might have during the year just for her “special” customers. So then she asked for my business card.

I told her I would be back.

Patient retention…..don’t take it for granted.

Cheers,

Sally

I’m the office administrator of a large multi-disciplined dental office and am always looking for new staff meeting ideas. Any suggestions?

Thanks

Barbara

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Hi Barbara,

Thanks for your message. Ideas for staff meetings? Well, most staff meetings are centered around employees reporting on the results of their efforts put forth to the systems they are responsible for. But if you are looking for something REALLY SPECIAL beyond that … I have to recommend our Team Building Retreat. Click Here. You can either come here to my home office in La Jolla or I can send the trainer to your city.

Putting the team through team development exercises helps to build trust and rapport among the team members. Bringing in videos or speakers, etc. can sometimes backfire on you if they are not in alignment with the overall objective of the team. Call us at 877-777-6151, ask for Erin and she can give you more details.

Sally McKenzie
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Sally,

We have several patients that the RDH wants to see on a more frequent interval than 6 months. The scenario is that the patient will be cooperative with the interval change with the RDH and DR, then reject the increased frequency with the patient coordinator. Either at the front desk during dismissal – or when the patient is called to schedule after recall cards were mailed.

My idea is to send a cover letter to the patient signed by the RDH, acknowledging that they are rejecting treatment and have the patient sign a treatment rejection consent that acknowledges the risks they are assuming. When we’ve presented the treatment rejection consent in the office, 99% of the patients magically change their mind and become cooperative to more frequent recall intervals. With these patients, this is repetitive behavior. If you try to address it at the next recall – they pull the same passive aggressive behavior – consent to the RDH – reject at the scheduling call.

How are other practices handling this situation? Have you seen any “cover” letters that other offices have developed? I’m looking for a letter template that I could customize to our office without reinventing the wheel. OR I’m looking for other concepts to consider.

Appreciate your input…

Christine
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Hi Christine

Thanks for writing. Your solution to the problem does not surprise me as you thinking right along the lines of your ESTJ temperament type. That is…the patients are breaking the rules and need to have a letter of reprimand.

I disagree with this approach for ensuring the long term retention of the patient. I view the problem being that what is said or not said by the RDH, Dr. and Patient Coordinator. Perhaps they are not asking if they have any questions to find out why it is being rejected later. Perhaps the treatment risks that you say works in the letter is not being presented by the RDH and the Dr. because they are too busy trying to get the next patient back. It is evident that they don’t perceive the need for treatment. I believe the reprimanding letter will only turn them off.

I would suggest that you all sit down as a group and discuss what is being said and how it is being approached in the operatory. Look at yourselves in the mirror…..first.

Kind regards,

Sally