What most practice owners are missing is not how to book an appointment but how to be effective leaders. 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. Agreement among all team members is key. Your written office policies should contain those agreements and should answer most questions staff come up with. Doing so will save you much time and simplify the management of your practice. Staff non-compliance is a sure sign of poor leadership. The primary reason practices underperform is staff non-compliance. ...
Dental practice management Quick Tips from Cambridge Dental Consultants and guest bloggers.
The best systems in the world are useless if the staff members do not comply. An effective leader and executive knows how to get staff to willingly follow through and comply. Key systemds: 1. New patient phone call. This is the single most important function in a practice. 2. New patient experience. This includes NPs educated on how their specific insurance works so there are no surprises for the patient if they end up with a bill. 3. Insurance accurately and quickly submitted, followed up on and collected. This includes accurate accounts and on time statements. Also firm financial policy that...
Many people find change hard, and dental employees are no exception. Staff can complain about proposed changes. However, if you can get employees to be specific about their disagreement and discuss it, you will be surprised at how often the objections fo away. Most staff are hard working and want to do a good job however a barrier is an unwillingness by many practice owners to let go of a low producing employee even when it is obvious the employee is destructive and will not change. Typically a practice instantly increases efficiency when such an employee is dismissed even if the employee...
There are four front office/front desk positions/functions. Call them what you want but they basically break down as follows: a) Receptionist b) Scheduling Secretary c) Accounts Manager d) Treatment Coordinator In a small practice one employee does them all. As a practice grows two staff handle theses jobs/functions. The natural breakdown would be to combine the four jobs/functions as follows: a) Receptionist/Scheduling Secretary b) Accounts Manager/Treatment Coordinator. In a bigger practice you might have one person for each position or some other combination such as two Receptionists, a Scheduling Coordinator and a Treatment Coordinator/Accounts Manager. Kevin Tighe, Cambridge Dental Consultants, Senior...
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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