Ann does her job, Caroline does hers, Dan is busy doing his. Everyone is working independently. So what’s the problem? It’s known as the “silo effect,” and it occurs in the workplace when individuals are focused almost exclusively on their own areas. Think of the farm silos, they stand next to each other, each performing its individual functions, but there is no link between them. That’s not a problem out on the farm, in the workplace; however, it’s a different story.

This silo effect can occur in the dental practice when there is a lack of communication and/or a lack of common goals among the different areas. The business employee unknowingly schedules the emergency patient at a time that puts significant strain on the doctor and the assistant. The doctor recommends an extensive treatment plan, not realizing that the patient already carries a significant balance on his account. The collections coordinator is to increase collections, but can’t control accounts receivables when the doctor is recommending costly treatment to patients with outstanding balances. The doctor, meanwhile, wants to increase treatment acceptance and is now offering more elective procedures. But there’s no effective communication between the silos.

Clearly, the collective interests of the practice as a whole are suffering. If there are common goals or a common purpose, they don’t have a chance in this environment until the silos are torn down and individuals focus on how they fit into the shared success of the entire office.

Eighty percent of practices are losing more patients than they are gaining new patients. It’s easy to assume that patients you’ve had for years will continue to return, and it’s also easy to fall into the trap of thinking that those patients will raise questions and inquire about treatment options without your prompting. What happens far too often is teams fall into the “Transaction Mindset.” The patient is coming in for a routine oral hygiene appointment and exam. Everyone clicks into autopilot, after all this is merely a routine transaction. Wait! Wake up! This is one of only two contacts your office will have with that patient in the next 12 months. This isn’t a mere transaction. It’s your brief opportunity to strengthen your relationship with this patient.

In many cases, the six-month visit is the only time the dentist is going to have the opportunity to sit down with the patient and assess not only his/her their oral health condition, but also the individual’s oral health concerns and interests. What do you do during every routine visit to WOW the patients, further educate them on the importance of oral healthcare, and inform them of the services that your practice provides? Anything? In about eight months, you might be wondering why you haven’t seen this or that patient in your practice for a while. Can you figure it out? Maybe they were tired of being treated as simply just another “routine transaction.”

Never underestimate the expectations of prospective new patients. From the first phone call to your practice, new patients are judging the professionalism of the doctor and the staff. Right or wrong, they don’t care if you are having a bad day. Patients expect to be treated with respect and professionalism. They expect their concerns and needs to be addressed expeditiously. They expect doctor and staff to offer the perfect balance of control and flexibility. And, like it or not, they expect the quality of the doctor to be reflected in the quality of his/her staff.

Making the new patient experience positive for both the patient and the practice typically boils down to solid, common sense. It’s a matter of looking at the experience from the patient’s perspective, following specific protocols, and focusing on providing the very best service. Patients want to believe they are not just another appointment on your schedule. When they feel respected and valued, they reciprocate with referrals and are more open to accepting higher dollar treatment plans.

Yours may be the most clinically superior practice in the entire region, but how new patients feel about the doctor, the staff, and the experience overall will determine if they are a returning patients.

1. Always offer to help the caller. If a patient calls and wants to speak to the doctor and he/she is not available, take this approach: “Doctor Thomas is with a patient. This is Jane, could I help you?” If the patient insists on speaking to the doctor, politely ask, “Could I please have your name and number, and I’ll see that Dr. Thomas receives your message.”

2. Screen with skill and grace. “May I tell Dr. Thomas who is calling?” Avoid putting the patient on the defensive. Eliminate questions such as “What’s this regarding?” Or “Why are you calling?” Rather, take the helpful, concerned approach. “Mrs. Smith, if you could give me just a bit of information, I’m sure I can help you.” The patient must be treated like a welcome guest not an annoying interruption.

3. Avoid patient pinball. Rather than bouncing patients around the office, tell them that you will be happy to check on that matter and get back to them as soon as possible. Or, better yet, get the person they need immediately, “I’m sure Sue the business manager can help you. Can you hold while I get her?”

4. Always offer solutions. “Mrs. Smith, let me see what we can do to help. Can you hold for a moment while I check on that?” And if you make a promise, keep it. “Mrs. Smith, I will give you a call back before noon with the information.” Follow through on your pledge.

You are. And if you see that patient retention is not keeping pace, it’s time to find out why. Patient retention begins with education. The hygienist and/or the doctor should show the patient existing or potential problem areas with the aid of an intraoral camera, preferably, or a hand mirror. The more information conveyed to the patient while s/he is in the chair, the more likely s/he will schedule and keep the recommended appointment.

Communication between the hygienist and the doctor regarding the patient’s condition and concerns should take place either before the doctor enters the treatment room or explained to the doctor when s/he begins the examination. It’s imperative that the doctor is aware of existing conditions and potential treatment areas that the hygienist has discussed with the patient.

Additionally, it’s essential that the business staff avoid minimizing recommended treatment with comments such as “a little cavity,” “a routine cleaning,” “call us when you would like to get that taken care of.” These and similar comments minimize the importance of oral health care and the need for prompt treatment.