Dr. Lee Harris, DDS

Could a more robust dental hygiene program be the key to adding new patients?

One of the things I continually hear from dentists over the last several years is the reduction in new patients. Additionally, the cost of new patient acquisition has increased tremendously as websites, SEO and online reviews rule the day. These same dentists also tell me that they need to cut back on their dental hygiene days; “I can’t afford to have a hygienist sitting around!”

I believe that dentists are missing a hidden goldmine of patients that already have a relationship with your practice. Patients of record that have either missed a hygiene visit or periodontal maintenance appointment are a key source for dental practices of additional daily production. Data from multiple sources also indicates that recall rates for mature practices are only 55-65%.

In my experience, developing a well thought out reactivation program and ADDING more dental hygiene time will drive practice growth with diligence and perseverance to the process. In addition, the cost of this reactivation process is considerably less expensive than acquiring new patients.

Your dental hygiene program should contain ALL the following elements.

		Be sure your dental hygienists have excellent verbal skills. After all, dentists want the best education and home care for his or her patients.

		Establish a definitive protocol for hygiene in your practice. The protocol should define all aspects of care delivery including: periodontal probing, use of irrigation, local antimicrobials and especially soft tissue lasers. Your hygienist should be proficient in the effective use of these modalities of treatment.

		All patients should be re-appointed for their next recall interval when dismissed from current hygiene visits.

		Utilize your dental hygienists, when cancellations do occur, to proactively re-connect with their patients who may be overdue for their recall visit. Most practice management systems have specific reporting to identify patients that have missed a recall or periodontal maintenance visit. Don’t rely only on your front office to fill your hygiene schedule.

As a dental educator, I suggest to my dental hygiene students that a dentist, as their future employer, is looking for three things primarily:

To emphasize the importance of identifying potential needed care, I explain to my clients that the dental hygienist spends more time with your patient routinely. If the RDH communicates the benefits of dental treatment, it’s practically accepted by the time the dentist enters the operatory to examine the patient!

To kick start your hygiene program, you may wish to discuss the situation with your hygienist(s) to engage them. Once you begin to see the growth, you can always add incentives to expand your program.

Dental practice growth is a team effort. It requires the dedicated of effort of all. Look at your dental hygienists as the turbo booster for practice growth.

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Want to add new patients to your practice? The key could be hidden in reactivating old patients with a more robust hygiene program.

Dental Hygiene A Driver for Practice Growth

Dentist-CEOs have an obligation to inspire their employees

Over the years, many books and articles have been written about the qualities of great leaders. Today, small businesses of privately owned dental practices are struggling to stay competitive. DSO’s are exploding thanks to investment from private equity. Similarly, large group practices abound due to collaborations of once solo-practices into multi-location and multi-specialty dental groups.

These macroeconomic changes in the industry have placed a tremendous strain on solo dental practices. To negotiate this new minefield, solo dentists are called upon to be the CEO and Leader in their dental practice. Failure to embrace the need for enhanced leadership skills could cause the solo practitioner’s demise.

Through many years as a primary dental care provider and a dental consultant, I have met and mentored many now successful leaders in their dental offices. Managing human resources, the largest expense item, is the most challenging aspect of running a successful practice. These dentist-CEOs, in my view, have an obligation to inspire their employees.

Inspiration comes primarily from the energy and passion of the dentist. This driving energy must be contagious, so that the dental office 

 can feel and embrace the energy. From the morning huddle and throughout the days and months, co-workers celebrate their successes; they become educated to minimize their weaknesses and overcome any obstacle in their path. The goals and aspirations of the practice owner become the result of the collective 

 is rewarded for their collective performance.

The dentist must be aware that he or she is the focus of the 

’s attention. They must be empathetic, a good listener, and mindful. These traits must be demonstrated daily, consistently and equally to all staff members. When a problem arises, the dentist listens, is honest and forthright, and accepts varying views of 

. This collaborative approach replaces some unpleasant habits such as pointing fingers, snapping at employees or playing favorites. The result is consensus building, decreased drama and a more productive workplace.

It is this process that builds trust, because it is transparent. There are no hidden agendas. If the process fails, the dentist together with the 

 tries for another solution, utilizing the same process, until the issue is resolved. The 

 becomes the focus and drive for success.

Open and transparent communications among the leader and the team must become the driving energy behind practice success. Work becomes fun when the staff thrives together. When one Team member is down, the other Team members have to help lift that staff member up or else the entire group is susceptible to failure. This is all done without asking. Team members are accountable to each other.

The dentist sets the tone persistently and consistently. This model creates a unique quality in the dental office. Service becomes the driving force promoted by the passionate energy of the dentist. DSO’s cannot match the quality and service excellence of a Dentist-CEO and their 

. In this manner, the solo dentist makes the difference on the road to the successful CEO of his practice.

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Understand the Keys to Effectice Practice Leadership

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Dentist's managing solo practices need to be more than just healthcare providers - they need to harness the leadership qualities of a CEO. In doing so, they will lead their staff as a cohesive and unified Team rather than a loose collection of unimpassioned employees.