After spending a minimum of eight years getting qualified to practice dentistry many individuals find themselves ill-prepared for the business of dentistry. Many times the drive and motivation to care for the dental needs of others and the passion for the field does not translate to success in a business setting.
One reason that there is frequently difficulty in developing a thriving practice lies in one’s management style. Many dentists have spent so many years developing skills that require complete control of each aspect of their patient’s care that they develop a habit of micro-management. While micro-management can be very effective in a one on one, patient-doctor relationship, it is not an effective business management style.
A micro-management style used in a business setting often sets a business up for failure. This style involves the expert attempting to drive and/or direct all aspects of the operations of a business. Many dentists suffer from this management style in part because of their years in school. The desire to assure that their patient’s dental needs are met and they are satisfied customers can often transcend to scheduling, billing, and other operational functions in an office that seriously slow down a dentists’ ability to treat patients.
Many dentists have a difficult time with macro-management. They may hire people who are very knowledgeable and have expertise in their field. Each business function within the practice requires specific skills and training to be successful. However, when a dentist cannot allow these individuals to accomplish their jobs effectively because they feel the need to micro-manage, they often have a difficult time retaining the caliber of staff that is needed to have a successful business.
Creating clear job descriptions and expectations for each function in a dental office will help a practitioner to define the roles of the team and of him or herself as coach. This will be very helpful if a dentist finds that they simply must perform a certain office function. Rather than hire a professional with expertise who will leave, one can save time and money by not hiring a professional.
Individuals who have the expertise and personality that is required for the business of dentistry to success provide the practitioner with the time they need to grow the business internally. When the team dynamic is properly established there is continued growth within the business. Retaining staff and clients does not become an issue for the practitioner.
A dentist and the team that is selected can work successfully to meet the goals and objectives that have been established. Through the use of business practice models that have proved successful, one will find that the business of dentistry will be both fulfilling and rewarding.
As a successful and growing San Francisco Cosmetic Dentist I know the problems that dentists face everyday. Whether it is working with patients or insurance companies, it can be a staggering amount of work. This makes it very important to be as good of an businessman as a dentist. It is always a pleasure to introduce myself as a businessman and practicing cosmetic dentist San Francisco .
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