1. Have a 30-minute window where you can excuse yourself so you’re not stressed and your patient is not overly inconvenienced. 2. Develop a plan with your hygienist to be followed with each patient when you enter the room. 3. Your hygienist needs to efficiently bring you up to speed so that you can proceed quickly. 4. Don't to be hurried otherwise you will miss opportunities. Kevin Tighe, Cambridge Dental Consultants, Senior Consultant, got bitten hard by the business and marketing bug during long summer days working at his dad's Madison Avenue ad agency. After joining Cambridge as a speaker in...
Dental practice management Quick Tips from Cambridge Dental Consultants and guest bloggers.
Most people find change hard. Dental employees are no exception. A common curve ball employees can sometimes throw at you when making changes is that they're usually not able to be specific. So try this. It usually works quite well: Employee: Why are you changing everything? Dentist: What specifically are you referring to? Employee: Everything! Dentist: I understand, but let's talk one specific thing you feel I am changing. Once you get the staff member to give you a specific, discuss it with them. Quite often you will see the objection crumble before your eyes and you can get on with the...
Formula 1. # of periodic exams past six months 2. # of active patients past two years #1 divided by #2 as a percentage Benchmark 70-80% The key to keeping patients active is educating them on what can happen if they do not proceed with their treatment or stay on their re-care schedule. Kevin Tighe, Cambridge Dental Consultants, Senior Consultant, got bitten hard by the business and marketing bug during long summer days working at his dad's Madison Avenue ad agency. After joining Cambridge as a speaker in the mid-1990s, Kevin went on to become Cambridge’s senior consultant and eventually CEO. Cambridge...
Practice owners often worry they will lose patients when dismissing certain staff. You may lose a few patients but concerns over patients leaving is almost always a red herring. If you do dismiss an employee, you and your staff should come up with a united and diplomatic way of informing patients who ask what happened. Do not say anything negative. Keep it simple such as, "Mary is on to new opportunities. We've found a wonderful replacement. Her name is Sally. You will like her very much". When dismissing an employee always preserve all written communication including texts and ensure you change...
Dental Practice Consulting Analysis
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There is the good, the bad and the ugly of dental practice management, but many dentists will still tell you the probability is your dental consulting will work if you and your consultant are on the same page. It stands to reason that if a dental consultant had little value, worth or benefit that consultant could not stand up to harsh economic realities for long. A veteran dental consultant is also a "personal coach" who shold bring management wisdom based on "in the trenches" experience along with systems and protocols to that have been successfully implemented in other practices. Top dental consultants talk and network with each other. They pay attention to what systems work and don't across many dental practices.
New Patient Phone Call
New Patient Experience and Patient Education
Daily and Weekly Checklists
General Policy Manual
What gets monitored, gets managed. It is as simple as that. The only way to monitor what gets done is with daily stats especially for your weak areas. For example, one employee should be specifically responsible for calls to patients who are unscheduled, overdue for re-care or need reactivation. Other staff can and should help in coordination with the accountable employee.
What most practice owners are lack in knowledge is not how to book an appointment, but rather how to be an effective leader. The best systems in the world are useless if the staff do not comply. Good leaders know how to get staff to willingly follow through and comply.
Questions To Ask
Do you and/or your staff have to travel or does the consultant come to you?
Is the program mostly one on one consulting versus seminars or courses with multiple clients in attendance?There are advantages to both.
If the dental consulting is one on one who will actually deliver the consulting? I recommend knowing who your specific dental consultant will be prior to signing on the dotted line.
Is program based on a specific dental practice management system? You want to avoid cookie-cutter programs. Ensure the program will be tailor-made to fit your practice's specific needs.
The cost (including travel expenses and downtime) is certainly not the only factor, everything else being equal, it is still a major factor to consider. It's unwise to pay too much, but it's worse to pay too little.
Top Dental Practice Mangement Consultant
My name is Kevin Tighe. Consultant. Coach. Mentor.
My mission is to advise, recommend and help implement proven systems to grow your practice .
Before joining the Cambridge team I was in charge of setting up workshops for large nonprofits throughout the United States and Canada. During that time, I was fortunate to receive mentoring from several world-class business consultants, including a dental practice management guru, which led to a position at Cambridge as their seminar organizer. In time, I began crisscrossing the country delivering seminars myself for the better part of a decade. Subsequently, I moved up to senior consultant and eventually partner and now sole owner.
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