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.

How many rings does the caller have to sit through before someone will pick up?

After 2 rings, patients are wondering if the office is closed. A real human being should answer your phone by the second ring. If you have messages on voicemail during your work day, it is best to determine why the phone is not being answered.

How does your team answer the office phone?

The best approach is, “Thank you for calling Dr. Brown’s office. This is Amy. How may I direct your call?” This standard greeting gives the caller information and provides immediate assistance to address their specific concern.

At what point do you get the patient’s name and phone number?

As soon as the patient is finished talking (never interrupt), the patient’s name and phone number should be reinforced if they have been given. If they have not, name and number should be requested. Obtaining the patient’s name will often secure a commitment from them if they are uncertain about whether they should schedule an appointment. Also request the patient’s address.

Have you ever said, “Please hold” to a caller?

Never put a caller on-hold without asking for their permission and waiting for their response. “Mrs. Jones, may I put you on hold while I check on that?” How many times have you placed a call to a business and been clicked almost immediately into hold? You cannot even utter a grunt without being cut-off. Putting customers on hold without their consent is rude and inconsiderate.

What type of leader are you? Good? Bad? Depends on the day? Not sure? Honestly answer the following questions and you’ll have a clearer picture of where you stand on the leadership ladder.

Do you set clear, challenging goals and specific expectations for your team?

Do you explain the “why” behind the “what?” In other words, you don’t just tell employees what to do but you clarify why their responsibilities are important to the overall success of the practice.

Do you monitor the team’s progress in achieving goals through regular staff meetings, system checks, and performance reviews?

Do you celebrate and reward success?

Do you set your employees up to succeed? If so, you invest in training for employees to maximize their potential.

Do you establish clear standards? If so, there is a code of conduct in the office, specific office policies, and business standards that everyone must follow.

Do you communicate clearly and specifically?

Are you are decisive? If so, you make the decisions that have to be made, even when they are difficult.

Is listening a part of your management strategy? If so, you seek input from the team.

Are you honest with your team and do you provide ongoing constructive feedback? Be generous with your positive feedback and constructive with your negative feedback. Positive feedback should be provided in public if possible, and negative feedback should be delivered in private.

Conflict typically is rooted in system breakdowns and a general lack of communication – employees do not know who is responsible and accountable for which systems. Conflict can be minimized significantly when individual team members are given clear information, defined responsibilities, and are held accountable for specific outcomes.

Employees must know what is expected of them individually and as a team. They cannot be expected to function effectively or cohesively without clear job descriptions and performance objectives. In addition, they must receive regular ongoing feedback in order to make corrections in systems and continuously improve and grow as contributing members of the team.

Take these steps to manage conflict constructively day-to-day before it burns both the doctor and staff:

•Set aside time to address matters that are causing conflict.

•Focus on systems and what is or is not working in the systems rather than on the people. For example, what steps does the practice need to take to ensure that the schedule is booked correctly to achieve specific production goals.

•Address sources of day-to-day conflict during the daily huddle . For example, if the clinical team wants emergency patients placed at certain times they must tell the scheduling coordinator so that the coordinator is not picking and choosing based on what she/he thinks will work.

•Avoid the urge to react emotionally and judge, criticize, or attack.

•Focus on addressing the issue rather than proving who is right or wrong.

•Focus on the desired outcome for the practice as a whole.

•Establish clear standards for professional office behavior. Do not tolerate destructive personal attacks among team members.

•Establish clear office policies and follow them.

•Take time to better understand each other’s personalities and how different personality types communicate.

Certainly, as long as there are people working together there will be conflict. As destructive as conflict can be, if it is managed, it can become a constructive tool in moving the practice and the team that much closer to achieving overall goals and objectives