Building a Hygiene Department That Builds Up Your Practice

When it comes to success in the dental field, each unique department requires the attention of a skilled leader such as you. As a dentist and dental consultant in the Portland area, I've seen first-hand how a well-oiled hygiene department can be the backbone of success for a practice.

When reaching to meet its potential, a hygiene department can accomplish so much more than just pump out SRPs and prophy appointments. Hygienists can take the time and effort to effectively educate their patients, whose rapt attention is ensured thanks to a good-ole Gracie curette. Such kind and meaningful education can help your patient base perceive the value of their dental health, increasing treatment plan acceptance and lowering the number of broken appointments.

For your hygiene department to flourish, an effective recall strategy is crucial. Recall is delicate, too heavy-handed and your practice can alienate patients, too gentle and they may forget about you. When executed properly, your office recall is truly beneficial to both patients and to your practice.

If your hygiene department hasn't shown growth in years, or if your rate of patient attrition seems too high, consider building up your hygiene department to build your practice for success! Contact DentistCEO, your dental consultant for Portland area dentists today.

How Agile is Your Pracitce?

Early last month, General Motors announced it would be making a public offering of 365 million shares of common stock at a price of $26.00 to $29.00 a share. Due the enthusiastic reception by potential investors when the shares were actually sold, the shares sold for a price of $33.00. This was an exclamation point to a story of a remarkable turnaround for a company that just two years previous found itself on the brink of extinction. For years General Motors had paid little attention to the market. Not only were they offering products were of little interest to the market, the quality of their products deteriorated and predictably their market share dwindled. Unbelievably they seemed to make no effort to change direction.

Successful companies monitor market trends judiciously and make the necessary changes to meet market demands. A company’s ability to make changes quickly (agility) determine whether that company is a market leader or lager. One shared frustration of car ownership has always been the unavailability of service on the weekend. When I saw the sign on my local General Motors franchise that they were finally offering Saturday service, it confirmed to me that indeed they were finally tuned into their market.

Market trends are continually changing the face of dentistry. The agile practice will recognize and adapt quickly to stay in front of the pack. With over 30 years’ experience in private practice, believe me I have adapted to market changes more than once. Don't get caught at the back of the pack, as General Motors did. There isn't a government bailout in your future. Contact Dentist CEO, for an "agility" assessment today!

Building a Team That Produces

As a Portland dental consultant with decades of experience in dentistry, I've done my fair share of hiring and firing. When it comes to dental staffing, I don't know a single dentist who takes the task lightly. And it is no wonder that you agonize over the hiring process. When you bring a new staff member into your practice, you certainly want to be sure that their training, experience, and personality will adequately represent your name, and that the patients who've chosen you to provide their dental treatment are given the absolute best care from first contact on the initial phone call to every aspect of clinical treatment.

But what I'm sometimes surprised to learn is that many dentists spend so much time and energy on hiring a staff, but often neglect to invest in building that staff into a team. A team is made up of individual members working towards a common goal. Teammates offer support to the other members of their team, and are on the lookout to make decisions that benefit the common good. When you are able to transform your staff of individuals into a team with a singular vision, your valuable patients benefit, and ultimately you reap the rewards in the form of greater morale and productivity.

So, where do you get started? Take the first step today by contacting Dentist CEO, and speaking with a Portland dental consultant who has been in your shoes!

Where are your sneakers?

Several weeks ago while jogging with my dog, Scooter I noticed a pair of sneakers hanging on the power wires above the street. It reminded me of the times as a kid I had tried similar pranks. More than once I found myself in situations that were not easily resolved without out the aid of an adult.

During the years I was in private practice I had similar experiences when I found myself in situations that were more easily resolved with a little aid from an outside source. Figuratively speaking, I found my sneakers were hanging over the wires and I didn’t have the tools to retrieve them. Those were the times that I found consultants to be extremely helpful. Many times their expertise was the results of years of experience consulting or advanced education; other times their assistance was as simple as another set of eyes looking at the situation. I am frequently surprised in speaking with professionals who have spent thousands of dollars learning their technical skills or on a piece of new equipment but are resistant to investing the relatively small amount money to get the sneakers off the wires. I found that the investments I made in consulting over the years paid big dividends such as increased efficiency, productivity and most importantly, peace of mind. On a recent jog, I noticed that the sneakers are still there. Hopefully a wise professional would not have waited so long.

Contact Dr. Brad Larsen of Dentist CEO today with all of your Vancouver and Portland Dental Practice Consulting inquiries. I am a "Sneaker Expert."

Your Weakest Link

There's a reason this cliché is so over-used: It's truth is self evident! A chain is only as strong as its weakest link. When applied to the dental team, can you identify your weak link? Perhaps while your head has been bent down focused on performing excellent dentistry, your staff, lacking direction and a sense of ownership in the practice, have become a chain full of weak links.

Team members who lack defined boundaries and principles can become unmotivated and unproductive, and your patients begin to suffer! No matter how much attention you pay to the quality of your dentistry, if one team member slips in their standard of patient care, the cost may be a fine quality dental patient! How can this be prevented?

As a Portland Dental Consultant who has been in the dental industry for 30 plus years, I have learned that being an exceptional dentist means much more than artfully crafted restorations and great diagnostic skills. Training your dental team to be successful enhances the services you provide, and directly reflects on you as a dentist. Don't let a weak link rob you of success!

Contact Dr. Brad Larsen of Dentist CEO today with all of your Vancouver and Portland Dental Practice Consulting inquiries. I look forward to hearing from you!

What the Recession Means for Dentists

Locally, as well as nation-wide, the recession is having a negative impact on just about every market, and the dental industry is certainly no exception. High unemployment rates translate into smaller budgets for the average American household, meaning that treatment plan acceptance is more difficult to attain, and elective dental procedures are less of a priority for the working-class patient.

As a skilled and experienced Dental Practice Consultant, I invite you to challenge your view of what this recession means for your practice. Rather than decide beforehand that your patients will be less likely to accept your recommended treatment plans, focus on patient education that places value on dental health. Feature aesthetic services that may give patients a competitive edge in a tough job market.

If a review of your production figures shows a plateau or even a decline in recent months, rest assured, there are dental practices in your local area that have refused to settle for “recession numbers,” and are flourishing. Doing so requires the drive and determination to regroup and try some new tactics. This recession can indeed be a time of growth for your dental practice, and I can give you the tools to make it so!

For Dental Practice Management and Consulting in the Vancouver, WA and Portland, OR areas, contact Dentist CEO today.

The Right Time For An Honest Appraisal

Comfortable. There is nothing wrong with being comfortable, is there? Let me ask you this: Are you comfortable with your dentistry, your staff, your patient base?

Although it may sound like just the place you want to be, being comfortable often translates to a loss of competitive edge. Comfortable dental practices may start to experience a slow decline while competitors seize the opportunity to revamp their practice policies and marketing schemes to draw your valuable clients away.

So, this Vancouver and Portland Dental Consultant encourages you to strive for exceptional, which often requires getting out of your comfort zone. Train your staff to go above and beyond, providing exceptional customer care. Make sure the dentistry you perform is also exceptional, standing head and shoulders above the competition! Hiring a dental consulting company to perform a Dental Practice Appraisal may be the first step in making improvements to reach beyond comfortable and find your place as one of the exceptions!

Contact Dr. Brad Larsen of Dentist CEO today, to learn more about Dental Practice Consulting in Portland, OR and Vancouver, WA today, and discover how your practice can become exceptional!

The Winds of Change

On a recent summer day, I was impressed with the ability of the surfers to use the wind and their parachutes to maneuver their boards across the choppy waters. The “winds of change” have dramatically changed the delivery of dentistry over the past twenty years. Gone are the days when a young graduate could hang his shingle and crank out bread and butter dentistry. Today’s aging population coupled with the advances in dentistry and patient consumerism have created unprecedented opportunities and challenges as dentists meet the complex needs of their patients. While this may overwhelm many dentists, to those who are able to diagnose, treat and market such comprehensive dental care, this is an unparalleled opportunity. Dental care continues to be highly valued in our society ranking second only to medical coverage as an employee benefit (Witt, Musco & Weston).

Matt Giegerich, president and CEO of CommonHealth, one of the world’s largest healthcare marketing and communications companies, points out that today’s aging baby boomer population represents a quantitative force in terms of numbers of adults moving through the system, as well as the qualitative characteristic regarding boomer attitudes toward self, e.g., self-improvement, self-entitlement, self-empowerment (DiMatteo).

"Those dynamics are really changing the nature of many categories in (dental) marketing in a lot of different areas," Giegerich explains. "As it relates to anything health-oriented, anything cosmetic-oriented, or anything that gets at a sense of self, then it’s certainly a boomer-oriented subject, and they’re taking charge of those areas that they believe have an impact on either their expression of themselves or their own opinion of themselves." He continues, "Whether it’s to treat a life-threatening disease like cancer or a purely cosmetic concern like teen acne, the recipients of these messages are a consumer base interested in their own opinions, engaged in the process, and willing to take charge of the outcome." (DiMatteo)

Direct marketing by dental manufacturers and increased media interest have markedly increase the general dental I Q. A recent survey by the United States Food and Drug Administration found that in the patients who saw a physician in the past three months, 51% were prompted to seek out more information about a particular prescription medication being marketed at the time. Drug sales in the United States totaled $252 billion in 2006 due in large part to direct marketing by the pharmaceutical industry (DiMatteo). Dental manufacturer such as Den-Mat, Sirona, Discus Dental and Nobel Biocare have recently joined the traditional direct marketers such as Colgate, Crest and Oral-B.

Nowhere have the recent advances in restorative dentistry been more evident than in the area dental implants. Over the past five years dental implants have exploded on to the scene and now would have to be considered the standard of care in the many cases. With the potential problems associated with abutment teeth, many informed adults are choosing implants over fix bridges, partials and dentures. The American Association of Oral and Maxillofacial Surgeons reports that 69% of adults ages 35 to 44 have lost at least one permanent tooth to an accident, gum disease, a failed root canal or tooth decay. Furthermore, by age 74, 26% of adults have lost all of their permanent teeth (American Association of Oral and Maxillofacial Surgeons). Until twenty years ago, patients would have had no alternative but to employ a fixed bridge or removable denture to restore their ability to eat, speak clearly and smile. Unfortunately fixed bridges and removable dentures are not the perfect solution. Removable dentures may slip or cause embarrassing clicking sounds while eating or speaking. Of even greater concern, fixed bridges often affect adjacent healthy teeth, and removable dentures may lead to bone loss in the area where the tooth or teeth are missing. Recurrent decay, periodontal disease and other factors often doom fixed bridgework to early failure. Even procedures once thought to be primarily for younger patients such as orthodontics are gaining in popularity among adults (Kalia & Melsen) Many times the restorative process becomes complex process involving various dental specialties such as periodontics, orthodontics, etc. Such multidisciplinary treatment requires extensive planning and coordination and many times overwhelm the less prepared dentist.

“The winds of change” present unparalleled opportunities for both the dentist and patients. Learning to control the winds of change will make the difference between taking your practice to new heights or just getting wet. Contact Dr. Brad Larsen of Dentist CEO today with all of your Vancouver and Portland Dental Practice Consulting inquiries. I can help you soar to new heights.

References:
American Association of Oral and Maxillofacial Surgeons. Dental Implants. 2005 http://www.aaoms.org/dental_implants.php.
DiMatteo, Allison M., Direct-to-Consumer Marketing: How Messages from Manufacturers Are Driving Dental Consumerism. Inside Dentistry, Nov/Dec 2007 — Vol. 3, #10. http://www.insidedentistry.net/article.php?id=1151.
Kalia, Sonil & Melsen, Birte. Interdisciplinary approaches to adult orthodontic care, http://jorthod.maneyjournals.org/cgi/content/full/28/3/191.
Witt, Jennifer Parmelee; Musco, Thomas; & Weston, Wendy P.,
PGroup Dental Market: Trends and Opportunities, a 2004 Report. http://www.ahipresearch.org/pdfs/14_LIMRAAHIPDentalreport.pdf.

Staff Meetings

When I first started to practice, I had a small staff and it never occurred to me that I actually needed a staff meeting. So for couple years I “wandered in the wilderness.” As I matured as a leader, I learned that staff meetings are an invaluable tool to create a successful practice. Not only are staff meetings essential to maximize your productivity, they help to create a successful team that will make your life as a doctor less stressful.

As I work with clients, I often have discussions regarding successful staff meetings. Here is my list of a few key points suggestions for successful staff meetings.

1. Regularity/Frequency
In the early days, I tried to have staff meetings once a month during lunch, I soon found that once a month was not adequate. We were never able to complete an agenda and things backed up from month to month. I found that weekly meetings during production time were the most effective. As it turned out even though we didn’t see patients, the hour spent in staff meeting became on of the most productive hours of the week.

2. Punctuality
A key to success is starting and ending the meeting on time. I found that having the meeting at the end of a lunch hour facilitated starting the meeting in a timely manner. Punctuality sets the tone for the hour that follows.

3. No Distractions
Forget the phone, don’t and answer the door. This time is valuable, don’t waste it.

4. Agenda
Having a set agenda is essential. Although every office is different some of the key points of our staff meeting agenda were: review of production and goals, calendar, staff and doctor input, and staff training.

5. Respect
Participation by entire staff is critical. All opinions are important.

6. LAUGHTER
Make it fun! Shared laughter is one of the most effective ways are team building.

The hour each week that we spent in our staff meetings were some of the times of my practice career. Don’t miss out!

The Power of the Internet

Today’s dentist would be ill advised to ignore the power of the internet in their marketing scheme. The internet offers unlimited possibilities for the savvy dentist to market his/her practice. To understand the power of internet market, have a look at the rock group, Boyce Avenue. In 2007, Boyce Avenue, a band composed of three brothers in Florida, began posting videos on YouTube, both of original material and covers. The band was formed when the oldest brother, Daniel returned to Florida after graduating from Harvard law school and joined his two younger brothers, Alejandro and Fabian, students at the University of Florida. The videos amassed millions of views, with the most popular being their cover of Linkin Park song “Shadow of the day” which to date has over 9,000,000 views. Due to their tremendous fan support the group has successfully toured throughout the United States, Europe and Asia. While most dental offices are not intent on touring or cutting albums, the internet offers a tremendous opportunity to market dental services.

Tylenol or Toyota

This commercial aired about a month before the recent Toyota problems began earlier this year. Interestingly enough the very qualities that Toyota extolled in the commercial were called into question as the controversy was played out in the media. I was reminded of another company in trouble. In the fall of 1982, McNeil Consumer Products, a subsidiary of Johnson & Johnson, was confronted with a crisis when seven people on Chicago's West Side died mysteriously. Authorities determined that each of the people that died had ingested an Extra-Strength Tylenol capsule laced with cyanide. Unlike Toyota, Johnson & Johnson & Johnson's top management put customer safety first, before they worried about their companies profit and other financial concerns. The company immediately alerted consumers across the nation, via the media, not to consume any type of Tylenol product. They increased their quality control efforts to insure their product’s safety. Once they could confidently assure the safety of the product and its packaging they offered to replace all the product purchase prior the scare. As results of their efforts they actually increased their market share and their company’s reputation. Unfortunately Toyota did not remember the lessons of Tylenol and saw their stellar reputation become tarnished. There is a lesson for all of us in these two examples. How we handle patients concerns and quality control in our office will determine whether we come out a Tylenol or a Toyota.

More Than a Handshake

I am working with a doctor to complete his practice transition. For the past ten years he and his “partner” have been working with no written operating agreement. This has created a “nightmare” for him as he tries to sell his “stock” in the corporation. Once again, I have been reminded for the need of written contracts. I repeatedly witness the turmoil that is created when there is no formal contract, whether that is with partners, associates or employees. Not only do written contracts help in avoiding turmoil and hard feelings, they will help to create fulfilling personal relationships. We all function better when expectations are clear.

Identifying Your Competitive Advantage

Recently during a study club presentation, I asked the participants to identify their competitive advantage. More than half responded that their customer service was their competitive advantage. The term “competitive advantage” implies that you are doing something that sets you apart from your peers. If over half of the offices in your area are doing that same thing, does anyone have a competitive advantage? As you work to identify or create a competitive advantage, be specific in identifying what you do that makes you unique. Your customer service may in deed be your competitive advantage but if it is, what exactly are you doing that is unique? What about your customer service sets you apart?

Keeping Your Eye on the Ball

In baseball, all of the action is determined by the ball. The winner is determined by who can control the ball best, whether it is the pitcher, the batter, the runners or fielders. The team that controlls the ball wins the game. Keeping track of the ball is essential.

Today as I listened to two of my friends relate the story of how their trusted office manager had be caught embezzling from the office, I was reminded once again of the importance of have sound accounting practices with checks and balances in place. Many times dentists forget that in spite of being health care providers, they are executives of a small businesses which for most of us provide the means of supporting our families and the families of our dental team. Our inability to manage our businesses will ultimately limit our ability to provide quality dental care. When we take our eyes off the ball, we open ourselves and practices to those who would take advantage of our lack of attention.

My Story

I was recently asked how I got my start helping others as a dental practice consultant. It gave me an opportunity to reflect upon my own career as a dentist and my transformation to a dental management consultant. I was reminded how important it is to have the right start and a path outlined early on for a successful dental practice. I think it's especially the case for dentists today, because many are facing tough challenges in this economy.
While I had been interested in consulting for many years, the transformation really took shape about six years ago as I was beginning my quest for an MBA degree. Several years before that, I began to use a dental lab about three away from my office even though there was a dental lab across the street. My desire to provide the top quality dentistry had lead me to this particular lab who consistently delivered superior dental restorations with an outstanding support team.
Around the time that I began my MBA program I had a conversation with the customer service representative from the lab. He had commented many times about the efficiency and productivity of our dental team. So when I told him of my decision to pursue an MBA, he said that once I finished my degree, he would like to introduce me to some of their customers who may be interested in improving their practices. He noted that while dentistry is a technically oriented career, that many dentists are intend on expanding their technical skills at the expense of building their executive skills.
So as I concluded my MBA degree, as promised my customer service friend introduced me to some the lab’s customers. And so my career as a dental consultant began. Over the last few years I have been excited as I have watch my clients incorporate some of the sound business practices that I used and learned about in business school into their practices. I have seen skillful dental practitioners become skillful dental executives and create for themselves personal, professional and financial fulfillment.
I'm looking forward to helping more dental practices and their teams... especially during this time when dentists have to adapt with the times and create strategies to help them succeed in a challenging economy. So whether you are struggling with the challenges of building a productive dental team, creating a competitive advantage or recognizable brand, improving your leadership skills or getting the overhead monster under control, I can help. We can analyze your situation together and create a plan to improve it. Trust me there is a dental executive in all of us.

Principles and Boundaries

A year ago we bought a new puppy, Scooter. He has grown into a handsome young dog. Unfortunately he became quite a hand full. While he was loving and affectionate, he was not very disciplined and often tried our patience. He seemed kind of like “an out of control teenager.” I had considered purchasing a shock collar and finally did so after our house sitter had to spend 45 minutes catching him one weekend. Once I acquiesced, bought the collar and spent a weekend working with him, I was amazed at the speed in which he learned. Over the past six weeks I have had to shock him only a handful of times. He has become a great dog. He plays when we want to play but when he needs to obey he does so willingly. Consequently he has more freedom now than he ever had before. Walks no longer involve a leash; when visitors come, he is welcome to be part of the visit; he can run freely at the park. The secret is that now he understands the principles of behavior that are acceptable and where the boundaries are.

May times I was complimented on the productivity and attitude of my staff. Patients and vendors were amazed at their level of activity and cohesiveness. They made dentistry fun. As I have analyzed Scooter’s transformation, I realize that the same principles apply to staff development; a successful dental team understands their doctor’s business principles and boundaries. Often as a dental practice management consultant, I am asked how to create a successful dental team. My answer would be teach principles and create clear boundaries. Just as it took several sessions of consistent work with Scooter to teach him boundaries, it takes consistent reinforcing of boundaries and principles with the staff. Obviously the first step is that dentist as practice executives need to have a clear picture in their own minds as to what those principle and boundaries are. Staffs many times complain about unclear expectations and boundaries. Without knowing exactly what you expect they are unable to deliver. Just like Scooter, inherently they want to please, they just need direction.