J O U R N A L 01 ESTHETIC DENTISTRY

Practice Made Perfect THE FUTURE IS NOW-FIVE STEPS TO MAKE IT HAPPEN

J E N N I F E R M . D E ST. G E O R G E S ’

*Jennifer de St. Georges is an internationally known dental practice management consul- tant and speaker. A member of the National Speakers

Association, she has spoken at vir- tually every major dental meeting in the United States, Canada, and the United Kingdom. As well, she is a featured contributor to a number of dental publications, including Dentistry Today.

In the mid-90s, many dentists look to the future with misgivings. In some countries, government and insurance companies are becoming more involved in the delivery of care. In other countries, govern- ments are reducing or canceling government support. The result? Many dentists and their staffs are finding the need to discuss opti- mum treatment and accompanying fees with their patients for the first time.

For the dentist who performs a great amount of esthetic dentistry, the task is made even harder when potential patients see high-profile individuals whose smiles are in obvious need of repair. This is especially true outside the United States; whereas in the United States, the Hollywood community, for example, serves as a showcase for beautiful smiles, helping to educate potential patients about the possibilities.

In my observations and conversa- tions with dentists, I hear some complain that the future of the profession is uncertain, whereas others claim patient acceptance has never been higher and the appoint-

ment book never as full. I maintain that the future of dentistry can be very exciting for the professional who cautiously and realistically prepares for what the future may hold. Consider five areas that are essential for future success.

C K E AT1 N Ci A K E F E R R A 1. I’K ACTI<:F

Research shows that the most powerful resource for new patients is a direct referral from the friends, neighbors, relatives, and co-work- ers of current patients. The patient who exclaims, “Dr. Brown is. simply the best,” is one of your most valuable resources. Data show that in the average practice about 70% of the patient base comes from referrals. Out clients have seen that figure jump to 85% on average after the staff has undergone training in team-build- ing, professional service, and other areas. Patients are buying not only skills, but confidence and trust. Consider these eight considerations that patients say influence their selection of a dentist:

290 1 9 9 6

1 . Painless injection, 2. The doctor does not hurt, 3. The staff is wonderful, 4. The doctor is on time, 5. High standards of sterilization, 6. Comprehensible explanation o f

7 . Full disclosure of treatment

8. Up-to-date, professional

needed treatment,

costs before work begins, and

facility.

1: 1) II (T A ’I’ I N ( ; 1’ A I’ 1 I: N T’ 3

Clyde Schultz, DDS, a San Francisco dentist and lecturer, says he is as likely to describe himself a s

a “dental educator” as a “dentist” when asked to describe his profes- sion. If the rest of the dental community would take the same approach, there would he no short- age of patients. Says Schultz, “An educated patient cannot say no.” Today’s dental consumer is increas- ingly knowledgeable about dentistry in general and, specifi- cally, what they d o or d o not want from their dentist.

Dentists and staffs need to become aware of how today’s patients arc becoming informed about the wide range of dental treatment. The media-books, magazines, news- papers, television, and radio- make the dental consumer a poten- tial “shopper.” Use this to your advantage, taking the time to dis- cuss a recent article your patient has seen about bleaching or lami- nates, and answering questions

patiently and completely. When your patients perceive you as trust- worthy and open to questions, y o u become an important information source for them.

The intra-oral camera/imaging technology can be an essential edu- cation resource when used correctly. It helps patients see at ;I glance what words can never express. Dentists are finding patients of long-standing now accepting trcatment because the problem has tinally become “so

ohvious.” According to Schultz, “Until a patient buys the problem, they can never huy the solution.” Research shows that dentists who are maximixing this important edit- cat io t i a I too I have seen dr a ma tic increases in patient acceptance. Conservatively, the equipment pays for itsclf i n ;IS few a s 2 to 4 months, dentists report.

( K I ~ A ’ I ~ I Y ( n A

I ’ R O I ~ I \ j t O Y , \ l ‘ I 1 ,\hl

The largest investment an employer makcs is in the successful hiring and retention of professional staff members. Patients greatly appreciate being cared for in an environnicnt where they sense a tram spirit. It inspires confidence. According to one American per- sonnel publication, 74% of all jobs in the business sector are filled by

the last applicant interviewed. This statistic demonstrates the lack o f depth shown by most employers in their approach to hiring.

The average duration o f cmploy- ment in the dental profession is far below that of the business sector. The financial cost to a dentist o f losing ‘1 staff member is reported to be a s high as I year’s salary, and that does not reflect the costs a s s o -

ciated with stress and frustration nssociated with the transition process.

Patients appreciate seeing the same faces when they return t o your office. And, patients say an unpro- fessional, unfriendly staff is one of the top reasons they leave a prac- tice. The following are practical suggestions for successful hiring.

Newspaper want-ads that say what you mean. Your ad should he the first onc thc applicant calls! Create an exciting advertise- ment that avoids the itsc of abbreviations, which can appcar “miscrly” and deter good appli- cants. Divide the ad into two paragraphs. T h e first should advise the reader of the cxperi- ence and talents required. The second should state the benefits and other advantages of working in the practice.

J O U R N A L OF ESTHETIC DENTISTRY

a A s&poIicy manual that c r u t a cohesiveness. In some countries, a policy manual is required by law. Although there is no such law in the United States, the lack of a manual allows the government to make certain assumptions about your practice. The manual becomes an integral part of the hiring process and ensures a min- imum of surprises. It is a catalyst for full disclosure of key practice and personnel policies during the hiring process. As well, it serves as

- a reference for employees and employer. In the words of leading American dental personnel con- sultant Bent Ericksen, employees want an employer who is “fair, frank, friendly, and firm.” The end result is a happy team whose satisfaction is reflected to your patients.

Comprehensive reference checks. More than 90% of dentists fail to check the references of prospec- tive employees. This is an essential step in establishing that there are no hidden shortcomings that did not bccome apparent during the interview. Two points of caution: Be sure you are con- versant with the legal aspects of rcfercncc checking (i.e., the law currently states a past employer c a ~ ~ only be consulted with the applicant’s written permission). Also be aware that if an employer

and former employee parted company under less than perfect conditions, the reference may be tainted.

An Orientation and training pro-

*

gram. Kenneth Blanchard, author of “The One Minute Manager” writes: ”Hire the best, train or pray.” Investing in an employee’s orientation and training is para- mount for the future success of the staff member and the practice. Terms such as “probationary” or “trial” period do not foster an atmosphere of trust, nor are they part of current legal Ianguage. Highlights of such a program would include off-site training (out of the hearing of patients) and an end-of-the-day meeting (including trainer and trainee), during the first week, to assess the day’s progress. These can be reduced to every other day during the second week.

Open communication. Open communication between employer and employee is wen- tial for a successhl practice. Stress is reduced, and small problems are taken care of before they bccome large mistakes. Morale is improved and a team spirit is fos- tered. Although I recommend that employers make final deci- sions, inviting input from your team promotes an environment where each person feels able to

contribute to the practice. Thm types of meetings aid a dentist and staff in achieving open communication:

1. The five-minute morning scheduling meeting at the beginning of the day elimi- nates surprises and ensures everyone knows what’s coming.

2. Monthly practice meetings cover all matters of practice interest.

3. Regular staff evaluation meetings or performance reviews on a 6-month basis ensure that your staff receives feedback to help them recognize their strengths and identify areas that need improvement.

ES7’ARLIStfINC; A N D U S I N G M A N A C, E M E N T T O 0 1,s

Practicing today’s dentistry with yesterday’s management philoso- phies, tools, and thinking is no longer productive. Many dentists feel that if they focus on providing quality dentistry, the practice will automatically become profitable. Being fiscally responsible is as important as providing clinical ser- vices. Overhead must be analyzed and expenses must be kept to a minimum. Monthly monitoring of the Profit and Loss Statement is mandatory for the fiscal health of your practice. If you are enrolled in a community dentistry program, or

are part of a teaching faculty, the financial aspects are just as impor- tant, because of the need to maintain the budget.

C O N D U CTI N G E F F ECT I V E M A R K E T I N G

The word marketing often makes health care providers squirm, but seen more in terms of education, and less in terms of advertising, the concept and its potential benefits are better understood.

It is commonly estimated that a business should budget 5% of its expenses for marketing, and den- tistry is no different. Included are a number of internal marketing expenses, such as a professionally prepared practice brochure, sta- tionery, business and appointment cards, and written postoperative instructions, to name but a few. Patient education materials and the intra-oral camera also fall into this category.

In summary, dentists need to be open to a variety of approaches to increase patient awarencss of how dentistry can benefit them. The five key areas of practice management addressed here are just a few of the many ways to keep your practice healthy in the midst of change. Dentists committed to improving patient communication and acconi- modating patient needs are the ones for whom the future looks brightest.

V ~ I . I I M F W . N U M H C H 6 293