While stress in the dental practice neither can be nor should be eliminated, managing it is critical. Dentists and their teams need to identify those areas that cause negative stress and take concrete actions to reduce them. It all starts with changing the things you can. Staff can be changed, educated, and properly directed; schedules can be changed; collections can be changed; treatment presentations can be changed; business procedures can be changed – all to yield improvements and reduce strain on the practice and team immediately. Take these steps:

1. List the stressors starting with those issues that are most intense. Develop a plan of action to address the sources of stress through a procedure or system.

2. Meet regularly as a team to refine systems and procedures that continue to cause stress.

3. Clearly define staff roles and responsibilities.

4. Train your team to ensure that they can succeed in your practice.

5. Establish work schedules that are compatible with demands and responsibilities on the job. If “Julie” is responsible for delinquent account calls, but never is allowed time or a quiet space to make those calls, she cannot fulfill her job expectations. Make adjustments so employees can carry out the duties they are assigned.

6. Improve communications. If you are stressed out because cancellations and no shows have been on record pace the last few months, rest assured your team is worried too. Talk about the situation as a team and together develop strategies to address it.

7. Take time out for fun – an afternoon at the movies, the zoo, or a long lunch. A little fun can go a long way in reducing stress.

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.

Let’s face it; certain people are better suited for some jobs than they are for others. Positions in the dental practice are no different. Personality preferences significantly influence how well employees perform in key positions. For example, there are those who are perfectly at ease asking for payment for treatment, and there are others who find the experience absolutely agonizing. When possible, I recommend personality testing to place current and prospective employees in positions for which they are best suited. The Keirsey Temperament Sorter Test found at www.keirsey.com is an excellent tool to use for this process. However, placing staff in positions to which they are best suited is not always an option, but training is. And professional training will help those that struggle in positions in which they are less comfortable to succeed.

But don’t stop there. To maximize practice success, all employees should be trained - especially those that handle the thousands of dollars that are your practice revenues. Look at it this way, you wouldn’t turn over your instruments to just anyone, and say, “Good luck, let’s see what you can do.” Nor should you give someone access to your practice finances without assurances that they are well prepared and professionally trained.

Your practice and your profits are contingent upon on the competence of your team. Make sure every employee is prepared to succeed, and reap the rewards.

Take a moment and think about each person on your team. How would you rate them in terms of being a “quality employee”? First, let’s consider what makes a “quality employee.” While your criteria may vary from the list below, consider the following:

Performance Evaluations. Are these a positive part of the employer/employee relationship or a dreaded, avoid-at-all costs chore?

Ability to respond positively to training opportunities. Does the employee effectively implement what s/he learns from formal and informal training opportunities?

Ability to follow instructions.

Willingness to help others and cooperate with the team. Does this person bring a positive attitude or is s/he difficult to get along with?

Initiative and commitment to their job and the practice. Is s/he looking for ways to make the practice better or is it status quo all the way?

Worth ethic and consistency in following established policies and procedures.

You might consider assigning a certain number of points to each and see how your team stacks up. If your hiring processes are effective, your ranks are probably lined with good employees and the result of quality hires. If not, take a close look at your hiring procedures.