Down the ‘I Quit’ Barrier
Turn that two-week’s notice into your blueprint
for a practice improvement strategy. When an employee walks out,
it may be difficult to recognize amidst all the initial turmoil,
but opportunity has just walked in. Take advantage of it. Follow
these 10 steps.
the systems before you bring in a new or additional
employee. Maybe the business manager who just quit was averse
to change; consequently, systems
became desperately inefficient. Shake it up! Don’t tolerate
the status quo. Create the environment that is going to attract
the employees you want and enable you to practice dentistry as you
choose. This is your opportunity. Seize it!
to provide training. Success or failure of both the
employee and the systems they are accountable for hinge on this.
Professional training ensures that systems are integrated into
the practice that establish the means to monitor and measure
employee performance and results.
15 minutes and think about what you want the person
in this position to do. Do you want someone to warm the chair
and collect a paycheck? Or do you want an accountable, ambitious,
individual willing to learn new things?
or write a job description for the position, so it
is tailored to attract the kind of employee you are seeking.
Include the job title, job summary, and specific duties. This
clarifies what skills the applicant must possess and explains
what duties they perform.
smart. The employee you are looking for is probably
not looking for you. They are successfully employed but perusing
the ads to see what’s out there. Use a yearly salary range
to get their attention. Money doesn’t just talk, it screams.
that do not include salary are ignored by 50% of job prospects.
Keep the copy simple but answer key questions – job title,
job scope, duties, responsibilities, benefits, application procedures,
financial incentives, and location. If possible, direct prospects
to your website to learn more.
between résumé lines. Highlight those
qualities that match position requirements. Look for longevity
in employment. Be careful of those that only note years, such
as 1999-2000. Flag résumés with “Yes,”
“No,” or “Maybe.” The “Yes”
candidates are the first to be considered.
applicants via phone interview. Address your most pressing
concerns up front. If there are gaps in employment history,
now is the time to find out why.
them out - references and work histories. This step
can yield tremendously helpful information and will save you
from multiple hiring horrors.
Conduct interviews using a written set of standard questions
for each applicant. Ask follow-up questions based on the responses.
Gather facts about their experience that can be verified. Take
thorough notes during the interview and jot down personal details
to keep track of who’s who.
Attention. The candidate is likely to be on their best
behavior in the interview. If they don’t impress you now
it will not get better after they are hired.
The next time an employee gives you two weeks notice, relax, take
two aspirin and the 10 steps to hiring success.
you have any questions or comments, please email Sally McKenzie
in having Sally speak to your dental society or study club?
An Ailing Business Foundation Can Cause
VP Professional Relations
Computing – Part 1
Last week, I discussed business staff turnover and steps you can
take to make a negative into a big positive for your dental practice
article]. This week, I want to begin a whole new journey for
our readers – clinical computing. Part of
my motivation for doing so has come from reader email response.
Many of the
asked revolve around transitioning into the treatment rooms with
computers. Our reader survey [take
survey now], tells us why. The vast majority of responses show
excellent use of business management features of your software,
while only 30% of you use your practice management system in the
Clinical Computing – Welcome to the Jungle!
The title isn’t meant to scare you. There are many, many benefits
to clinical computing. But, as with any benefit – there should
be a plan. Before you venture into this new dimension, I want to
express some realities along with some possible solutions.
You are effectively doubling (or even tripling) the number
of human beings entering data into your computer system.
With this reality comes the need for professional training and
specific team/data responsibilities.
The total transition from complete neophyte to clinical computing
expert should take no more or no less than 90 days.
Clinical computing requires MORE database preparation
than when you prepared the database to run your business.
Clinical computing requires specific attention to ergonomics.
The placement of your keyboard/mouse combination along with the
viewing angle of the monitor is more important in the treatment
rooms than it is up at the front desk. This is not to say that
the comfort of your clinical team is more important than your
business team. The reality is that your clinical team is far more
mobile in their duties than your business team. In addition, your
clinical workstations need to be viewed by more people
than just the assistant – they will at times be viewed by
the patient as well.
Each team member will find new ways to positively or negatively
impact a different team member during this transition. The
information processes in a dental office can cross job description
lines. The impact (whether positive or negative) is not
necessarily intentional. It is however, predictable.
Do not even consider going into the treatment rooms with
your computers unless the business functions are running smoothly,
understood by the entire team, and are creating predictable results.
Never add new humans to the process without first assigning user
names and passwords to each user. Use the audit trail reports
to monitor use/mistakes throughout the transition.
90 days is an achievable goal to complete your transition.
Any longer and your team will lose interest. Any shorter, and
it most likely means you did not prepare your database properly
to make clinical computing as efficient as it should be.
solution here is time. For instance, adding default clinical notes
to specific ADA codes can take a lot of time. The time investment
is well worth it because later on down the road you will be able
to post a 3330 and have a 200 word clinical narrative automatically
appear. You must plan the time to prepare your clinical
database before implementation. It’s not hard,
it’s just time.
Since proper placement can only be determined
on-site by a professional installer of digital dental technology,
I strongly urge all of you to seek the wisdom and guidance of
those most experienced at doing this right the first time. This
one step (reality) can make or break a successful transition into
the treatment rooms.
In whatever team meeting format you have, allow 20 minutes of
time to review how each team member is using the new clinical
tools in the computer system. Your business team will
notice the impact on them first. They’ve been using the
computer system a lot longer than anyone on the clinical team.
Let the business team present the positives, negatives, and recommendations
for change. The changes need to be understood, agreed upon and
adhered to by every clinical team member.
Next week, we will dig a bit deeper into training, preparing
your clinical database, and the first stages of implementation.
If any of you are contemplating this transition, you might want
to print these each week and keep them together. You can also email
me for a consolidated copy in MS Word.
you have any questions or comments, please email Mark Dilatush at
in having Mark speak to your dental society or study club?
Mark's Technology Workshop titled Using
Your Practice Management Software to Drive Revenues on Dec.
10th in La Jolla. For more information email firstname.lastname@example.org
or call 1-877-900-5775
The Cold Shoulder
Giving Dentists And Their Staff Different Perspectives On Day To
Artist verses the Businessman
this week's column, I would like to address the attributes that
I find so prevalent in the field of dentistry when doing executive
industry attracts certain types of men and women, and the attraction
is by no means due to chance. In coaching, we are always encouraging
our clients to use their natural talents to express themselves.
This principle of natural talents for self expression
is very powerful, because the experience feels natural to the mind
and body. The ability to perform this way is not something that
is taught in school but is naturally felt to be part of a person's
personality and represents the most efficient way to move forward
While it is reasonable to accept that everyone has their own individual
profile of natural talents, there are some general skills
and talents that are common to the people attracted to dentistry.
This particular column is specifically addressing the Dentist.
Eleven Attributes Dentists Share In Common.
Tenacity: the ladies and gentleman who pursue the
postgraduate world of dentistry are making a statement. They express
their commitment to beginning the process and seeing it through
to the end. They are persistent and unwavering in their commitment
to achieving their professional goal as well as their personal goals.
If left un-thwarted by the uncertainties and reactionaries of life,
these ladies and gentleman always achieve their goal.
to detail: in order to do this kind of work, the ladies
and gentleman who are attracted to the field of dentistry have a
longer attention span. They also have an added sensitivity to the
detail necessary to be precise and address the smallest incremental
unit of a project in an effort to do a good job and create a masterpiece.
This commitment to the details of their profession makes them an
artist in every sense of the word.
Dependability: the ladies and gentleman who commit
to an education beyond college are knowingly committing themselves
to a long term process of education and learning. These people have
taken it upon themselves to take pride in their ability to commit
to the process. They are reliable and dependable to themselves and
others. By achieving their own goals and fulfilling the expectations
of those people with whom they work, they can be counted on to show
up and complete the job that is necessary.
for Knowledge: people in this profession have committed
their time, energy, and resources to acquiring the knowledge necessary
to relieve the suffering of their patients. It is this commitment
to the accumulation of knowledge that makes them very special contributors
to the overall success of the profession, the success of our species
as a whole, and to their own personal satisfaction with their choices
and achievements in life. It is knowledge that separates us as individuals
and it is knowledge that makes dentists special.
Accuracy: there is a very deliberate behavioral
trait that consumes the people of dentistry. They deliberately seek
the truth of the event or problem. They go out of their way to make
correct decisions and to solve problems with correct methodology.
Even when there are mistakes made, their inherent desire to be correct
and accurate drives their commitment to solve the problem. This
is a trait that carries over from the practice of dentistry to the
business of dentistry; however, more often than not, the desire
to be accurate in finance is often evasive to the average artist.
there are many people who will take a risk because they believe
the payoff stands to benefit them personally. There are those whom
will take a risk because the adrenaline rush makes them feel good
for the moment; however, they have no commitment to the long term
success of the initiative. The professionals in dentistry knowingly
begin a process that is long and arduous. They accept and agree
with an understanding that their ultimate success is not assured.
Their ability to believe in themselves and the goal of eliminating
human suffering is essential to their personal definition of purpose
and direction. They are willing to take the steps and begin the
process unsure if such an altruistic goal will be realized.
Next week I will continue with Dentist’s Most
Want your issues answered? Ask the email@example.com.
miss The Coach’s workshops on Oct. 8th, Office
Politics …The Enemy Within, on November 8th,
Your Practice Back – Leaderhip Development for Dentistry.
For more information email firstname.lastname@example.org
or call 1-877-900-5775
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interested in your opinion on how to handle a new patient in the
Does the dentist see the patient 1st for exam and consult before
going to hygiene? Does the hygienist take them first and then you
do a comprehensive exam after the cleaning? What do you think works
24 years of consulting with dental practices, this is one area of
practice that is dependent on the philosophy of the dentist. But,
if I may...I'd like to share with you what we find with the practice's
new patient statistics and patient retention using both philosophies.
The practices that have the patient see the dentist on the first
visit have a lower number of new patients coming into the practice
from the initial telephone inquiry than those patients who are scheduled
for what they ask for. Of course this is normally, "a cleaning".
I can only assume the reason is that you have a customer who wants
to buy something and the store is telling them they can't buy that
at their store the way they want to buy it. We also find that those
practices where the doctor sees the NP first and an exam is done
and the amount of treatment is presented on the first visit has
a lower percentage of retaining that patient to come back for treatment.
This again makes reasonable sense when you look at the patient's
registration form and see their reason for coming was "cleaning
and check-up" and a treatment plan was for $1,000 or more.
You now have a patient that has had no time to build trust and rapport.
This is pretty easy to investigate. Simply go back and look at new
patient records from more than 60 days ago and you will probably
find some that came in for that first visit and never came back.
Offices where the doctor sees the patient on the first visit are
strong believers in that method and comprise a lower percentage
of doctors than those that give the patient what they ask for on
the first visit. If you want to know for sure, try both and then
do your own statistical analysis. I can confidently say that after
24 years of consulting with dentists that no matter which system
is used, the majority of offices have no statistical proof as to
which works best. The proof is always in the numbers.
you wondering if your hygiene department is producing what it could
Allan Monack's hygienist produces $1231 a day seeing
1 patient an
hour with a
prophy fee of $70.
your hygienist producing?
Monack is the Hygiene Clinical Consultant for McKenzie Management.
He can help you produce the same results.
To find out more about the Hygiene
Clinical Enrichment Program [go
here], contact us at email@example.com
or call: 877-777-6151
Business Training For:
· Office Managers
· Financial Coordinators
· Patient Coordinators
· Scheduling Coordinators
· Treatment Coordinators
· Hygiene Coordinators
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