GAP Australasian-Dentist Issue 80 Jul-Aug 19

Category 122 AustrÀlÀsiÀn Dentist Dear Dr Toni, I have to confess that I’m struggling with being a business owner. I had no idea how hard it would be! There’s so much more to it than just dentistry, and I am not sure where to start. What are your thoughts?À Dr PC, ACT. Dr, P, it sounds like you’re struggling with having the mindset of a business owner. You’re right: there’s so much more to it than doing dentistry! À remember exactly that feeling when À bought my practice! Àt’s easy to wonder what on earth you’ve got yourself into! Here are some quick facts. You are now responsible for: u staff u compliance (e.g. everything from steri- lisation to OHÀ and conforming to all sorts of business-related legislation) u marketing u business success (cash flow, business growth) u customer service. And on top of that, you’re still accountable for the usual clinical concerns and treatments for your patients AÀD dentistry-related patient compliance (e.g. keeping accurate notes etc). All of that can get overwhelming. Àhe big issue, then, is to take on board the necessary mindset. One of the biggest leaps À made in changing my mindset, was this: it’s MY business! All practice owners should keep this in mind: the practice has to represent what you want from a practice. Àt’s not only your responsibility, but it should also be your vision and your passion! Àt’s very easy to get sucked into people- pleasing. We can become beholden to patients, staff, associate dentists, OHÀs, and it’s easy to lose track of what we want and why we bought the practice to begin with. We have so many responsibilities to others that we often lose ourselves and our sense of purpose. Àhe trick is to start with identifying your vision. Why did you want a practice? What gets you up in the morning? What do you want to be known for? Àry isolating some key words or phrases that ring true to you, and from there, craft a few sentences that give you goose bumps. Once you’ve defined your vision, use it when you hire staff, and make sure that they show signs of understanding and relating to it. You can also use it to hold them accountable, and to empower them: let them know that if they make decisions that are consistent with the vision, you’ll back up those decisions. Your associate dentists and OHÀs should also be hired and mentored on the basis of behaving consistently with that vision. You can also use your vision to inspire patients. Àf youwant to do a comprehensive exam for new patients, you can let them know that it’s your commitment to (for example) give honest and caring advice for the long-term health of your patients. Finally, you can use your vision to help you make decisions. For example, how does your vision guide you in your relationships with medical insurance companies (being a preferred provider)? Àven though you do have responsibilities and need to take others into account, you can still stand strong for what you want; you just need to identify that and take actions in accordance with that. Àt’s also useful to connect with other like-minded practice owners who understand how lonely it can be to have a practice, and who are open to sharing experiences honestly. Further, you should probably make sure you get support from someone who can support you and help you uphold your vision. Dear Dr Toni, What’s the best way to deal with active patients? I have bought quite a big patient base, but I’m not sure how to make the most of them.À Dr RL, Qld. Good question! Àt’s easy to focus on generating new patients, but it’s also Q&A with Dr Toni Surace BeÀt ÀraÀt eÀ À&À It’s always best practice to develop business skills, systems, techniques and industry knowledge that could impact your practice. BEST PRACTICES Q&A is a forum allowing you to ask the tough questions to Australasian Dentist columnist Dr Toni Surace. Dr Toni Surace BDSC (Melb) Managing Director, Momentum Management Mentor, coach and international presenter. important to nurture your existing patients. Àven with all the modern forms of marketing, referrals from your existing patients are still effective and an essential way to generate new patients. You need to make sure that your customer service to your active patient base is outstanding. Àhe easiest way to manage this is to make sure that all notes on the patients are entered into the “common brain” (i.e. an agreed-on place in the software that tracks all important non- clinical information). Àhe common brain should include: u patients’ motivators (what they want on an emotional level) u patients’ concerns (what’s preventing them on an emotional level from getting what they want) u any personal notes that help build rapport with the patient (e.g. holidays they’ve been on, or sports they like) u anything you know that would help you make their visit easier (e.g. they like a pillow, or are scared of needles) u any reason you’d have to extend appointments with them (e.g. they bleed a lot, or gag). Àhese notes should be used to have all team members (including clinicians) quickly able to engage with patients and make them feel special and important. While you’re possibly marketing specials for new patients, you should also start with emailing your active patients these specials. Patients should feel included and informed, and rewarded for their loyalty. Àf you have a new treatment option, or new exciting technology, email your active patients. Àmail them also about new clinicians, especially if you’re introducing a new dentist or a hygiene department. Another issue with taking over an active patient base is to make sure they feel that you care for them, even if you do things differently from their previous dentist. Patients need to feel that you have their best interests at heart, and that you’re going to look after them BEST PRACTICES 4 “ “