Studies show that staff consider opportunities for professional growth to be one of the preferred forms of recognition for a job well done. Best of all, everyone in the office can benefit if you send one auxiliary to an educational seminar. Ask the designated staff member to attend and then present a mini workshop on what s/he learns. This helps the employee to take ownership in educating the rest of the team on a new procedure or policy that can be implemented to improve the practice. Moreover, it enables the practice to cross-train team members.

Similarly, recognize team members who offer not only ideas but also plans for how to carry those ideas out, particularly if they improve practice systems and service to patients. Understandably, not all of the ideas will yield major results – but you want the team to feel that their suggestions are valued, and in many cases they bring a perspective for improving specific areas that you, as the leader, simply don’t have. It’s easy for some staff, as well as doctors, to say, “that won’t work,” thereby shutting down creative thinking and problem solving. Instead, make it part of your practice culture to reward and welcome creative problem solving.

Certainly, you’re diagnosing and treating patients – but just how many of your working hours are spent on other less important tasks? Carry a notepad for three to five days and write down everything you do relating to your practice, including reviewing records, restocking the bathrooms, talking to patients, directing staff, calling in prescriptions, completing forms, etc.

Is your list full of duties that the staff could and should be doing? Are there items on that list that should be outsourced or are on it because of a lack of technology or broken systems?

From the list, choose the top items that directly affect the growth of your practice – specifically, diagnosing and treating patients. Most everything else, such as giving post-op instructions, developing the agenda for the next staff meeting, etc., is to be delegated. Now before you panic at the thought of relinquishing any control, develop a plan to ensure that this transition of tasks goes smoothly and methodically.

Assess the strengths of your staff. No they are not you. But if you’ve hired effectively, chances are that your employees will welcome the opportunity to grow as professionals and will excel.

For some, professional training may be necessary to ensure that they successfully meet your expectations. And you must clearly communicate your expectations. Effective delegation requires that the employee knows precisely what outcome you want them to achieve.

Encourage your team to ask questions. Remember, they are not going to complete every task exactly the way that you would and they may make a mistake or two along the way, but with ongoing positive and constructive feedback they will develop the skills and confidence that will enable your practice to achieve a whole new level of success.

Dentists by their nature are high achievers, and thus more likely to be micromanagers. They didn’t get through dental school by leaving the details to someone else. These doctors are accustomed to doing it all, and handing over responsibility for even those seemingly insignificant tasks can be a struggle.

Consequently, these micromanaging doctors are stressed out – working and working, yet never able to actually get ahead. Forget quality of life, forget balance, these docs are living their jobs. Like most micromanagers, they tend to confuse activity with accomplishment and consequently create bottlenecks of inefficiency. Even more frustrating for these dentists and their staff is the fact that they are quite capable of thinking strategically, but they simply cannot bring themselves to relinquish control. They will not allow others to problem solve, and they consistently second-guess decisions. However, if the practice is going to grow and truly succeed, the doctor simply must let go. But how do you bring your micromanaging dentists to relinquish a few of those tightly held responsibilities?

Number one: Don’t try to change them, only they can do that. Instead, work with what you have. One of the greatest needs your micromanager has, outside the need to feel needed, is the need to know. Perhaps your micromanaging dentist really wants more time for treatment planning to encourage greater case acceptance, but at the same time insists on giving all patients their post-op instructions, which only puts everyone behind schedule. Develop a detailed step-by-step plan that outlines how you could help the doctor with this duty. Explain to the doctor that you would like to handle this for her/him in a way that s/he will be completely comfortable and confident that patients receive the post-op information they need.

How long do patients typically have to wait on hold?

Studies show that after only 17 seconds, callers on hold become annoyed. How many patients have you irritated today? The patient is far more understanding if the front office employee explains why the patient is being asked to hold and provides the estimated time required. Knowing beforehand how long they can expect to wait reduces the chance of annoyance. Another option is to offer to call the person back within a brief and specific time period.

Do you provide patients information while they are on hold?

Educating the patient is essential in reinforcing the importance of professional dental care as well as informing patients about other services the practice provides. Use specially developed informative messages to tell callers about you, your team, and the services you provide. “On-Hold Messaging” allows you to choose specific messages for your needs such as promoting veneers, or porcelain inlays, or the importance of implants. You have the flexibility to change your message as often as you like. Most important, studies show callers will happily wait on-hold for more than three minutes if they are listening to useful information.

When you’re talking on the phone and a visitor walks in, who gets priority?

The patient who kept their appointment and is waiting to be greeted gets your attention. That means you need to interrupt the caller. The quickest way to get that caller’s attention is to say their name. “Mr. Smith, I have a patient who just walked in, may I ask you to hold for a moment?” Wait for their agreement. Then acknowledge the patient, tell them you’ll be a moment and wrap-up your telephone conversation.

Office gossip can become a toxic distraction that threatens the productivity of your practice and effectiveness of your team. Spell it out loud and clear in your practice code of conduct that office gossip won’t be tolerated. If your employees assert that they aren’t sure what constitutes gossip, tell them to answer the following questions, which will help make things a little clearer:

Is what I am saying true? If not, it’s gossip. If I am not sure, it’s gossip.

Could it harm another person? If so, it’s gossip.

Is it necessary information? If not, it’s gossip.

How would I feel if someone made these comments about me? If I would be hurt, it’s gossip.

Would I be comfortable if every person in the office heard me say these things? If I would be embarrassed or ashamed, it’s likely gossip.

Is this conversation consistent with my personal values and professional standards? If you feel like you are doing something wrong or discussing something that can only be whispered, it’s likely gossip.