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Dental Consultant Asks: Are You A Devil?

Dental Consultant Asks: Are You A Devil?

Disagreements amongst dental staff members and the dentist is one of the most common situations I run into when working with a new client.

A good example is a recent new client who I personally found him to be very congenial, so I had a hard time believing this guy was “The Dental Devil Incarnate” as described by the majority of his staff.

I began by asking each of the staff the same question: "Do you know of any dental staff member that has been treated unjustly?” All fingers pointed to one person - we'll call her Sally for simplicity - though that is not her real name.

Sally apparently had been going around telling other staff members about how the doctor was mean to her, how the doctor mislead her about her pay, about how the doctor was mistreating her or not appreciating all she was doing, etc.

Needless to say Sally's co-workers were appalled and a distrust of the doctor began brewing. A bit of further investigation found that Sally was embezzling, looking for another job and was planning on just not showing up one day.

Sally had been with the doctor for about three years, but he had noticed that it was about a year ago that Sally's demeanor changed. He saw her texting in dental staff meetings. She’d roll her eyes when he asked her to do even the simplest tasks. But he never corrected her because she’d been with him for a while and, as far as he knew, she was doing a good job; and he wanted to be a “nice guy”.

Now I wasn't a fly on the wall this whole time but the embezzlement were small, and as far as we could tell, a fairly recent activity. What I imagined happened, is that Sally's misdeeds began as a minor thing and gradually built up into something far more serious. But because the doctor didn't sit down and have a face-to-face talk with her he essentially enabled her.

Doctors must take up issues with dental staff before they get too big. It's a vital action in running any business. And this should not be done in front of other staff. Do it at a time when you bring as little attention to calling the offending staff member “onto the carpet.” The purpose here is not to embarrass.

Dentists generally don't like dealing with these situations. But it’s vital you do so for the health of your practice. Correcting dental staff doesn't have to be an emotional and unpleasant activity. Don't mistake "being a nice guy" with allowing your staff to walk all over you. However, yelling and getting mad at them is just as big of an error.

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 Dental Consultants is a full-service dental practice management company offering customized dental office manuals. Frustrated? High overhead? Schedule a chat with Kevin at 


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Our 25th Year | Grow Your Practice 

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

Insurance Processing

New Patient Experience and Patient Education

Financial Arrangements



Unscheduled Treatment 


Daily and Weekly Checklists

General Policy Manual 

Staff Accountability

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 

  1. Do you and/or your staff have to travel or does the consultant come to you?

  2. Is the program mostly one on one consulting versus seminars or courses with multiple clients in attendance?There are advantages to both.

  3. 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.

  4. 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.

  5. 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

Shane Blake DDS Coudersport, PA

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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