I have to admit that I really like the idea many dentists have of “cross-training.” Everyone on the team covers for everyone else. It’s a nice warm and friendly notion that team members just automatically step in and help whenever the need arises. But when I try to gather more details on how this works in their practices, what the protocols are, what training took place to prepare the staff to just “step in” when necessary, the answers are typically long on generalities and short on specifics. One of my favorites is, “Well they just do what needs to be done.” Oh, really? The fact is that when everyone has their hand in everything, no one is accountable for anything.

Instead of answers to problems, you hear the chorus of excuses. “I thought she was taking care of that. Oh, I didn’t realize that. When did we start doing this? Uh oh, how did that happen?” Not because your team is incompetent or unwilling, but because there are no real expectations, there is no delineation of duties, and there are no real measurements of performance. No one is taking responsibility or genuine pride in the outcomes of any one system because they are not allowed to do so.

You cannot ignore solid management practices or human nature for that matter. If staff are simply expected to “fill in” wherever they are needed, no one has the opportunity to take ownership, to shine because the focus is merely on getting the job done, not getting the job done well.

Most dentists sincerely enjoy providing dental care. That is their passion. Yet the challenges of being a small business owner, managing a team, and struggling to set themselves apart in an increasingly competitive dental marketplace can quickly become overwhelming.

However, if the employees are thinking like leaders of their respective areas, if they are trained to understand how the practice systems are supposed to work, they become instrumental in the practice’s ability to move forward and grow, rather than always looking to the dentist for the answers to the questions or the solutions to the problems. Oftentimes, when given the opportunity, employees can be your best source for innovative solutions to increasing efficiency, improving customer service, and reducing costs.

Working in a dental office isn’t the type of job in which you are just another cog in the wheel. Rather, this is one of the best places where employees can really shine, provided they are given and subsequently seize the opportunity. We’ve found one of the fundamental steps that practice owners can take to move the team toward thinking like leaders is ensuring that they understand that they truly do have a stake in the success of the business.

Helping employees to achieve an ownership mentality begins with asking a few basic questions. Such as, what they would do if they were in your shoes. What would they change to help the practice provide better customer service? What processes would they adjust to help the practice save money? What steps would they take to help patients move forward with treatment?

Remember, you have employees, now make them a team of solution-oriented problem solvers.

Human nature is such that we tend to blame others for our challenges. Many dentists reach a point in their careers where they think that accepting the frustrations is easier than changing behaviors or changing systems.

The truth is it’s easier to settle in and tell yourself, “You can’t get good help.” “Employees really don’t care anymore.” “Some things will never change, so why should I bother trying to change them.” “This is just the way I am.” That attitude, of course, translates into the reality that if you do things as you’ve always done them you will continue to get the same results. And if you are content with that then fine, stop complaining about your team. Stop blaming them for the fact that you will not address the problems or the system shortfalls. Stop whining when employees leave your practice to work for another doctor. Stop wondering why you seem to have suffered more than others dentists during the economic challenges of the last few years.

You are the captain of your ship, doctor, and although there are days when you would happily turnover the rudder to someone else, your team looks to you to lead, to set the standard, and create an environment that fosters productivity and teamwork. In the coming weeks, rather than complaining about others or lamenting your circumstances pay attention to your behaviors. If you find yourself engaging in destructive/counter-productive actions, take responsibility for them and commit to change.

Don’t leave staff guessing about how much they can expect salary increases to be. I guarantee that no matter how generous you think you are, it will never be as much as the employee perceives s/he has coming. You must explain that increases are not based solely upon longevity; performance of the employee and performance of the business are critical factors. For example, if the employee meets job expectations she/he can expect a salary increase between 1%-3%. If the employee exceeds expectations, she can expect an increase between 4%-5%. But one factor trumps everything – yes, you guessed it – if the practice is losing money, salaries are not increased.

Unless the status of overhead and practice expenses is spelled out to employees during your regularly scheduled monthly meetings, don’t be surprised if they corner you and expect you to hand over their “fair share” of your “millions.” They’re your team, treat them as such. They have to be in on the game. They need to know each month how the practice is doing.
Design the monthly meetings to enable doctor and team to discuss all areas that impact the profitability/success of the practice.

Salaries, including benefits, bonuses and special perks, account for the largest percentage of practice overhead. If the employees do not understand the total picture of practice revenues and expenses, they will suspect that you are claiming your “fortune” at their expense.

Few issues generate the kind of emotional reaction that the subject of salaries does. Understandably, many of us attach a certain amount of self-worth to our income levels. And loyal, hardworking dental employees are no different.

Many dental employees believe that if they show up for work every day and do their best to fulfill their responsibilities, they should receive more money each year. They see the practice pulling in “a million bucks” and think that the doctor is lining his/her pockets with the takings. Too few dental team members have any real idea of the cost of running a dental practice.
And too few doctors are forthcoming with real information about practice finances.

No employee should learn at her/his annual salary review meeting that practice revenues are down 5%, 7%, or 10%; therefore, the office cannot afford to give raises. If revenues are down, it’s the responsibility of entire dental team to evaluate and actively address what is causing the decrease. And that should be on the agenda at every monthly meeting.

Moreover, employees need to know upfront and from day one how salary increases are handled. During the interview and offer for employment, you, the doctor, must make it clear what steps the prospective employee can take to increase her/his income. You must spell out when raises will be considered, and clearly explain what financial circumstances might prevent the practice from increasing compensation. In other words, if the practice is losing revenues an employee cannot expect to make more money. Plain and simple.