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Sally McKenzie's

Weekly Management e-Motivator


Issue #46

Click here to print this
e-motivator Article.

January 10, 2003

Sally McKenzie,CMC
McKenzie Management

1-877-777-6151 Ext. 11

Breaking Down the Barrier
"Cross Training” Can Leave Productivity Waning

Remember human nature – the difference between doing the job well and just doing the job is in the commitment, attitude, and expectation of each employee. 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.

Job descriptions are as much a part of the successful dental practice as are appropriate clinical tools. They are used to spell out individual employee responsibilities, expectations and how they relate to practice goals. They are not hints dropped here and there in hopes that the employee might get the message.

Results-oriented job descriptions should be written for each member of your team, particularly your full-time scheduling coordinator, financial coordinator, full-time patient coordinator, and treatment coordinator. The job description includes the job title, a summary of the position, a list of the responsibilities and duties of the position. (If you missed my past four monthly issues on business job descriptions - click here)

With input from the employee, establish individual performance goals that complement practice goals, such as increasing collection ratio to 98% or more, reducing accounts receivable to 1 times monthly production, improving treatment acceptance to 85% or more, maximizing the hygiene schedule to 33% of practice production or making temporary crowns in 10 minutes.

Provide job expectations in writing, and establish standards for measuring results. For example, if you expect collections to be at 98%, tell your financial coordinator, help her to develop a strategy to achieve that rate, including collections training if necessary, and hold her accountable for reporting the result at your monthly meeting.

On the other hand, a general understanding of the day to day functions of each job should be understood not only by the doctor (what happens if all your employees walk!!) but by the closest job description to that job. For example, the chairside assistant should know how to post a patient's charges and payments or if you have a patient coordinator she would be the back up to the scheduling coordinator in case of illness, vacation or in between job replacement. Adherence to job descriptions eliminates the business bedlam. These basic steps address some of the most important practice systems and lay the foundation for significantly more growth in the practice.

If you take time to think about what you not only want but also expect from each position in your office, those days of practice pandemonium will be the exception, not the rule.

Technology Tool Box

Mark Dilatush
VP of Professional Relations

for McKenzie Management


1-877-777-6151 Ext. 28

A series of short weekly chores designed to keep the return on investment in technology at its highest level.

If you missed any of the previous issues CLICK HERE.

Connecting Your Technology To Your Human Resources

Whether you have one or ten business administrative assistants, their job descriptions (if you have them) can be aligned with their responsibilities of maintaining a smooth, clean, efficient database. One of their performance requirements should be to make sure they have and maintain such a database. Think of it like having a “neat and clean” desk.

If you have one business administrative assistant, obviously, any business oriented database in your practice management system is going to be assigned to them. But what do you do when it’s time to grow? The answer is a logical separation by job description.

Example - Scheduling Coordinator

A properly prepared and trained scheduling coordinator would be responsible for reporting their performance by running a series of reports. The scheduling coordinator should also be held accountable for the completeness and cleanliness of the following databases within your practice management system.

  • Scheduler file
  • Tickler file
  • Short call tickler file
  • Recall database
  • Treatment plan database

It wouldn’t necessarily be the scheduling coordinator’s job to do every piece of data entry. But, it would be their job to recognize “garbage”, investigate where it came from, and present corrective action at the next team meeting.

We work very hard with our clients to build productive cohesive teams. Identifying responsibility, creating reporting mechanisms, and measuring performance is part of that process. This week’s tip is just one small way we might organize a client office.


Missed any past issues of Sally's
Weekly or Monthly Newsletters
or Magazine Articles?
(click an item to view archive)

New Year Practice Resolutions 2003

1. Increase Production by 42%?
2. Set job descriptions for staff with performance measurements?
3. Reduce the accounts receivable by 15%?
4. Get a full one hour for lunch?
5. Bring on an associate dentist in the first quarter?
6. Increase perio treatment in the hygiene department by 28%?
7. Equip another operatory first quarter?
8. Increase fees 3% the first of March and October?
9. Teach dental assistants how to make temporary crowns?
10. Have 2 hour monthly meetings with system measurements?

What will yours be?

Find out NOW how you can make your 2003 resolutions … REALITY!!!!

click here

Need help with establishing performance goals for your team?

Performance Measurements for the Dental Team
Book and Audio Tapes

Special Rate for this week's newsletter subscribers-$77!!!

Order before 1/17 and receive as an added bonus…
Sally McKenzie's Most Popular Lecture on DVD
Breakdown: The Hidden Signals of Practice Erosion


What if ...as a Dentist, or Office Manager, you felt more confident about the business side of dentistry and managing your team?

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· Staff Management
· Systems Management: Watching The Numbers
· Financial Management
· The Business of Dentistry

"Sometimes I know I'm lacking in the business skills I need to manage staff and know the numbers."
How do I know if I need advanced business education?

Find out here!

The Center for Dental Career Development
Advanced Business Education for Dental Professionals

737 Pearl St. Ste. 201
La Jolla, CA 92037

This issue is sponsored in part by:


Secure Data Express™ (SDX™)

McKenzie Management


The Center for Dental Career Development

Lares Research

For more information, email info@mckenziemgmt.com
or call 1-877-777-6151

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