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.

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.

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