Management

Knowing the right material (or materials) for a particular case is part of the equation, but if it’s not the material requested on the prescription, the first step becomes getting the dentist to agree to your recommendation.

Sexual harassment isn’t a topic most people like to talk about, especially in the workplace. But just because you’re not talking about it doesn’t mean it can’t happen in your operatory.

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One of the most frequent calls we get on our Hotline at Pride Institute is the dentist or team member asking when and how to dismiss a patient from the practice. There is usually a long story involved and lots of confusion. Typically, they have waited far too long to take this action and have endured a lot of stress as a result. True, it can be uncomfortable. And true, it is easier to hope the patient just goes away. But that rarely happens. Dismissal protocol

Twenty years of managing people and dealing with HR issues for number of large IT organizations prepared me surprisingly well for my first-hand work in the front end of a two-doctor dental office. The lessons learned carry over to address some of the challenges of running a successful practice. Prime among these challenges is the never-ending quest to fill vacant office positions. Complicating this issue is the increasing reliance on part-time and temporary help, and the difficulty in identifying truly qualified candidates.

Most dentists I talk to have an image in their heads of the ideal new patient. Not only does this person come in to the practice needing extensive care, he or she also understands the value of dentistry and has therefore budgeted the money to start comprehensive treatment right away. On the surface, this seems to make sense-after all, patients with high need and a high dental IQ offer the best opportunity for revenue, right? Not quite.

Amy Morgan is CEO of the Pride Institute. With Pride since 1993, she is a sought-after educator who still consults one-on-one with practices.

It’s difficult to discuss dental franchises or corporately managed dental practices without inciting passionate opinions from all sides. The independent, sole practitioner model seems so ingrained in the dental industry psyche that those offering alternative models are often subject to, at worst, demonization as dental “mills” focused on profits instead of patients.

The wonderful thing about the beginning of a new year is it allows us to close the door on the past and set new goals and strategies for a positive future. Let’s face it, 2010 was a tough one for most. The good news is patients continued to say “yes” and receive the dental treatment they desire and deserve, and a good number of dental offices still experienced many successes (though we had to work a little harder to achieve them).

Created to fill a void left by the lack of resources and education available for dental office managers, the American Association of Dental Office Managers (AADOM) quickly reached more than 1,000 members in less than 2 years.

Every dental practice engages in some degree of customer service in order to stay in business. However, in some offices the focus on customer service takes a back seat to the focus on clinical skill. The thinking might go something like this: “Patients come here to get dental work, not to talk about how their weekend went.”

Just as a full row of healthy teeth offers your patients the biggest bite and brightest smile, your practice thrives when your employees are a happy, highly skilled and loyal team. Among the best ways to attract and retain members of your dream team is to demonstrate how important each of them are by providing them with excellent employee benefits. Why good benefits matter

Crest Oral-B is accepting nominations for its second annual Pros in the Profession awards program. Pros in the Profession recognizes six dental hygienists who have demonstrated a true passion for making a difference in the lives of their patients. Do you work with an inspiring dental hygienist? Nominate him or her! Read the full press release below...