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Dental Consultant Advice: Staff Unacceptable Conduct

Dental Consultant Advice: Staff Unacceptable Conduct

Groups of people who work together for any purpose require guidelines. The same is true for the management of your dental practice. The purpose of these guidelines is to improve staff relationships and to enhance production. They are to be enforced in a constructive manner.

It is important to clearly define and make these guidelines available in writing to all your staff as part of your dental employee handbook. That way your staff become familiar with what is expected. Disciplinary action then becomes predictable and not based on opinion or bias.

Violation of acceptable conduct may result in one or more of the following forms of disciplinary action: verbal warning, written policy review, interview and discharge.

In arriving at a decision for proper action the following facts will be considered: the seriousness of the violation, the past record of the employee, and the circumstance surrounding the matter. 

Although it is impossible to identify every violation possible in a code of conduct, the following is a partial list of violations that may result in warnings and/or discharge: 

1. Interrupting or distracting other staff from their work with things that could be put in writing and/or things that do not further production.

2. Conducting personal business during working hours.

3. Failure to establish good rapport with office staff, dentists, the office manager and patients.

4. Gossiping.

5. Failure to report a situation that should be reported.

6. Intentionally creating problems for other staff, office manager or dentists.

7. Acting in discourteous or insubordinate manner.

8. Divulging confidential dental patient information.

9. Negligence or deliberate inattention to dental patient care on your job.

10. Frequent absence or tardiness.

11. Unprofessional conduct such as loud arguing, threatening or intimidating people, or abusive language.

12. Negligence of safety and health rules.

13. Knowingly violating written policy.

14. Failure to perform duties adequately, properly and willingly.

15. Lying.

16. Use of alcohol or illegal drugs during the workday.

17. Theft.

18. Displaying a negative attitude that affects your patients and/or staff.


 

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 

 

Dental Consultant Advice: Acceptable Staff Conduct
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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. 

Systems

New Patient Phone Call

Insurance Processing

New Patient Experience and Patient Education

Financial Arrangements

Scheduling

Confirmation

Unscheduled Treatment 

Reactivation

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.

Leadership

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, PAMy name is Kevin Tighe. I am Cambridge's CEO and Senior Consultant. 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 owner.  Contributing writer to Dental Economics/DIQ, JADA, AGD Impact and Dental Town Magazine.

  

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