One of the speakers was Dr. Dean Ornish, founder and President of the Preventive Medicine Research Institute. You have no doubt heard of Dr. Ornish’s work through his books, lectures, and television appearances.

Dr. Ornish presented compelling research that shows unmistakably that people can get much healthier through diet and exercise. This may not seem like a revelation at first-after all, everyone has heard the healthy lifestyle message. However, I was struck by the empirical science: those who follow Dr. Ornish’s recommendations dramatically improve their blood chemistry according to many parameters, such as cholesterol and blood sugar levels. These changes, in turn, lead to disease prevention, improved overall health, and increased longevity.

While there are many good drugs on the market that help patients with conditions such as heart disease and diabetes, Dr. Ornish points out that individuals have the ability to improve their health dramatically by the choices they make. In many cases, the results are so profound that patients who were previously at risk for major health challenges do not need to take drugs to achieve or maintain optimal blood chemistry results once they follow the lifestyle regimen.

This powerful message is analogous to other challenges, such as salutary changes in a dental practice. We have the power within us to make personal and professional changes. In so many cases, the difference between a successful and a struggling dental practice, even in a difficult economy, comes down to the commitment of the team to make the necessary changes for improvement and growth.

In this regard, Dr. Ornish has given us a prescription for personal health as well as the inspiration for professional growth.

The problem is not that these offers do not work, but that in some cases they work too well.  Some merchants have been overwhelmed by the response.  For example, a bakery in London gave a steep discount on some products and had to hire extra help to bake 100,000 cupcakes to meet the demand.  Because the promotion was such a “success,” the bakery lost the equivalent of $20,000 U.S.  The owners says the promotion was the worst marketing mistake in the history of the small business.

There are more issues to consider.  A study by Boston University researchers found that people who took advantage of Internet deals gave the merchants lower than average ratings.  In other words, those who received great deals were harsher critics.  Perhaps the bargain hunters were first-time spa customers, or infrequent white tablecloth restaurant diners and they did not have realistic expectations.  For whatever reason, many less-than-stellar reviews are now on the Internet from bargain hunters.

There was also a study at Rice University that concluded that 32% of all Groupon merchants found their experience to be a money loser and 40% will not repeat their experiment.

For the dental profession, all of this argues for caution, not a complete rejection of the Internet discount strategy.  There have been some dentists who have done well with these types of promotions, but a caveat is in order.

Always tie the Internet promotion to another promotion that is presented in the office.  If the Internet offer promises, for example, 50% off a new patient exam and cleaning, then the in-office follow-up might be 25% off needed dental care, with a 30-day scheduling time limit.  In this way, if a patient needs $2,000 worth of dentistry, the patient can return to the office within 30 days and receive the services for $1,500.  The bargain hunter’s desire for a discount has been fulfilled, but the practice stands to make at least some profit.

The practice may also, as an example, offer the patient a 25% discount on up to two future cleanings that are scheduled within one calendar year.

The Internet provides a great way to advertise.  Merchants, including dentists, should think through their offers, and especially consider their next steps in advance.   By being

aware of the pitfalls and savvy about the possibilities, some dentists will find creative ways to attract good new patients through Internet discount programs.

1) Publish on a regular basis. A monthly newsletter is great, but many practices determine that this is too much of a commitment.  If that’s the case, make sure you commit to a specific schedule—bi-monthly or quarterly, for instance.  Repetition and consistency is key, and if your publishing schedule is erratic, your audience will have no idea what to expect.

2) Provide valuable content. If you expect your audience to read your newsletter, it’s important that you provide value.  This can include valuable tips for better oral health, a discussion of recent news that impacts your patients, or anything else that adds value to the lives of your readers.  The bottom line is this: if you can’t provide a good reason for your recipients to read your newsletter, they won’t.

3) Make it personal. A primary goal of regular newsletter publishing is to build a relationship with your patients.  Your newsletter is a great opportunity to let them get to know you personally—whether it is sharing pictures of your family or writing about your favorite sports team.  Strong relationships lead to long-term loyalty—and letting your patients get to know you is a great way to build strong relationships!

4) Offer promotions and special deals. Finally, your newsletter is a great place to advertise special deals.  Everyone loves to save money, and by including valuable coupons or special offers, you can ensure that much of your audience looks forward to your newsletter arriving in the mail!  Your newsletter is also a great place to promote services that are currently being underutilized.

Your newsletter can be a powerful marketing tool for your dental practice—but it won’t happen automatically.  A successful newsletter requires planning and commitment… but if you’re willing to put in the time, your newsletter can be one more arrow in your marketing quiver.

1) Ability to systemize. Systems are the difference between chaos and efficiency.  A team that is well trained to follow established procedure offers better customer service and operates more efficiently.  However, systems do not materialize out of thin air—it takes a resourceful manager to implement them.  Contact me for more information!

2) Communication skills. A good manager must be able to communicate his or her vision in a way that resonates with the team.  Not only must they have the ability to communicate clearly with patients and each other, but they must also recognize the importance of communication training to their practice.  When employees have good verbal skills to use with patients and feel free to ask questions or share feedback with each other and with their supervisor, the practice functions far more efficiently.

3) Ability to lead by example. As with most small businesses, the majority of dentists and practice managers spend at least some of their time doing the same type of work as their team.  Whether talking on the phone to patients or working with vendors, a good leader embodies the behavior he or she expects from the team.  Managers who lead by example will be respected and emulated—but  managers who does not practice what they preach will be often be ignored.

4) Vision. Most importantly, a good manager must be a visionary.  He or she must have a clear plan for the direction of the practice—as well as the ability to monitor changing market conditions and adjust accordingly.  It is important for dentists and practice managers not only to spend time focusing on the internal workings of the practice,  but also to take note of external threats—such as new competition or changing referral patterns.  Successful managers pay attention to their market as well as the details of managing their practice.

There are many different styles and approaches to management—and most of them can be successful in the right environment.  But, no matter what your style of management, if you hope to create a dental practice that is successful over the long term, these four skills are essential.  Feel free to get in touch with me today if you would like further information!

1)      Recognize that it is inevitable. A mistake many dentists and office managers make is having unrealistic expectations.  It doesn’t matter how persuasive and impressive you are, and it doesn’t matter how great your services are—you are absolutely going to be told ‘no’ from time to time.  Understand it, expect it—and move on from it!

2)     Recognize that hearing ‘no’ doesn’t mean you did something wrong. As we just discussed, you won’t be able to convince every patient to move forward with necessary treatment.  Given that, hearing ‘no’ should not cause you to re-evaluate or question anything.  If you are confident that your case presentation system is set up correctly, stick with it!  The greatest hitters in baseball go through slumps, the greatest shooters in basketball miss free throws, and the best quarterbacks in football throw interceptions.  But you won’t see these athletes giving up when one thing goes wrong.

3)     Get back on the horse! It is never pleasant to face rejection, but you make the problem substantially worse if you allow yourself to marinate in those feelings for an extended period of time.  Dust yourself off and try again as soon as the next opportunity presents itself.  This is particularly important because if you begin thinking negatively, it will be more difficult for you to successfully close the next case.  It is virtually impossible to see anything if you do not believe in yourself!

Hearing ‘no’ is simply part of life for any dentist or business owner.  The difference between success and failure, however, often comes down to HOW you respond to hearing no.  Get back up, stay positive, and move on!

The quality of your dental skills and the depth of your knowledge are vitally important.  But if you think that dental skill is the only requirement for a successful practice, you are going to be unpleasantly surprised.  Rather than viewing the services you provide as the final product, you need to learn to view them as the starting point.  The real product you are providing to your customers is their experience.  From the phone call to scheduling the appointment to the welcome they receive when they enter your office; from the confidence and friendliness you display to the follow-up correspondence, a visit to the dentist is an experience.  And the quality of this experience will determine whether or not they return.

Embrace your role!  Learn to shine in the spotlight.  Train your team for their crucial supporting roles.  Examine every element of your practice from the perspective of your patients.  Here are three particularly important components of a good show:

1)     The environment you create. The experience of each patient is going to be dramatically impacted by the atmosphere surrounding your practice.  You want your practice to create an impression of confidence, of competence, of friendliness, and of trustworthiness.  You want your audience to feel instantly comfortable and at ease when they walk in your doors.  You want that feeling to be so powerful that even a phone call to your office leaves them feeling warm and fuzzy.

2)     The details. Just like every movie, theater performance, or TV show, the details will make or break your performance.  It is hard for a casual observer to place a finger on any of these elements specifically, but if they aren’t right, the performance will simply feel wrong.  These components include your branding (logo and colors), your office décor, the appearance of both you and your staff, the comfort of your reception area, and more.  If you get the details right, your patients won’t always know exactly why they love your practice so much, but they will certainly love it!

3)     The star. The greatest supporting cast in the world can’t carry a show without a strong performance from the star.  You’re the dentist—confident, knowledgeable, and skilled.  It’s important that you can play this role effectively.  It’s also hard to evaluate your performance by yourself—so seek feedback from staff members, friends, and family members that won’t hesitate to give you an honest appraisal.

Your business is a show.  Tomorrow, your audience will start coming in the doors of your theater.  What type of performance will you deliver?

1)     Make sure every correspondence and every interaction is branded.
From the sign on your door to the patient education materials you
distribute, take every opportunity to display your logo and the name of your
practice.  This includes the signature line on your emails, your business
cards, any marketing materials, and your office itself.

2)     Remember that every interaction with a patient is a chance to
reinforce your brand—or weaken it. Every time your team answers the phone
or responds to a question from a patient in the office, they are sending a
message that shapes the patient¹s perception of your brand.   Determine key
words that reinforce your brand and use them often.  Examples of key words
used by some practices are “thorough,” “caring,” and “comprehensive.”

3)     Be consistent. You cannot be everything to everyone.  Focus your
branding efforts on the 3-5 messages that are the core of your brand—and
repeat, repeat, repeat.  Branding is all about repetition and consistency.

4)     Believe in your brand. Effective branding does not happen by
accident.  Establishing a strong brand requires buy-in from both you and
your team.  If you are excited about the brand you are trying to build, your
patients will quickly catch on. A vibrant, exciting brand sells—a stale one
simply will not.

Branding doesn¹t have to be a complicated or time consuming process—but it
does require commitment on your part. Keep these tips in mind as you work to
create a memorable brand that will keep your patients coming back.

Bookkeeping. The person who crunches your numbers does not need any specialized knowledge of dentistry. When you outsource this function, you also dramatically reduce the risk that you will be a victim of embezzlement.

Reactivating Patients. Consider hiring high school or college student who has very good verbal skills to call patients who have not been seen in  a while.

Payroll.   Keep payroll confidential and make sure all the tax forms are completed in a timely manner by outsourcing this function.

Dictation.  Check out Dragon Naturally Speaking.  It’s great software with impressive accuracy.  It never gets sick or takes vacation days.

Mailings.  Sending out the same piece of mail to more than a handful of people always takes longer than it should if the project is done in house.  Hire someone to take care of all the steps and get the mailing out on time, while your team uses their knowledge of dentistry to serve patients.

The key to making outsourcing work for your practice is identifying what to outsource and what to keep in-house.  Many dental practices resist the idea of outsourcing , because someone on their team can do a particular task.  But the real question is, can they do it efficiently?

Your goal is to ensure that your team is spending their time as efficiently as possible.  Examine your activities and those of your team—and when you find inefficiency, consider outsourcing the task.

1)     Remain calm. Oftentimes, the upset patient will become emotional.  They may make ill-considered, inflammatory statements.  But regardless of what they say, it’s essential that you maintain your composure.  Engaging in a point and counterpoint debate with a patient is not going to solve the problem.  Give them time, hear them out, and once the patient has vented a bit you’ll be able to carry on a productive conversation.

2)     If you’re at fault, apologize and make it right . The instinct for self defense is firmly embedded in human nature.  But defending yourself and your team is not always the right course.  If you’ve made a mistake, bear responsibility, apologize, and fix the problem.  In many cases, the patient isn’t looking for anything more than an apology and an acknowledgement that he or she has a legitimate grievance.  And if there are more substantial issues, apologizing for your faults at the beginning will start the conversation off on a productive and civil trajectory.

3)     Keep in mind that it’s not about being right—its about how you react to and solve the problem. Using phrases such as  “I know this is frustrating…” or “I understand your concern…” will help the patient to understand that you’re trying to help.  Convey the message that you are a good listener, be willing to do what it takes to resolve the situation, and look for common ground.

While we all work hard to ensure complete patient satisfaction, it’s unavoidable that misunderstandings will happen from time to time.  When they do, remember to stay calm, accept responsibility for mistakes, and most importantly, make sure the patient feels understood and cared for.  Sticking to these principles will give you the best possible chance of resolving each issue successfully.

1. Preach it… every chance that you get. Great customer service doesn’t occur spontaneously.  Your team won’t automatically go the extra mile for each and every patient.  As the practice owner and team mentor, it is your job to constantly remind the entire office of the importance of customer service.  This means that you assume nothing and make customer service a true priority.  Discuss it during team meetings, praise employees for great customer service–do whatever it takes to make sure that it is constantly on the mind of your team.
2. Hire for character first. You can be the greatest, most dedicated, most patient-oriented dentist and it won’t matter if your team simply isn’t trained to offer great service.  Let’s face it—not everyone has the skills on Day One to provide the level of customer service you expect.  You need to find employees who have a passion for connecting with others, who are willing to go the extra mile for patients, and who are eager to learn from you.  Character and an aptitude for service need to be your top priorities in hiring new employees—they are as important as job-specific skills.
3. Set the tone. Of course, you can hire great employees and extol the virtues of excellent  customer service, but if you don’t practice what you preach, you can’t expect your employees to fully buy in.  In addition to setting a strong example every time you interact with a patient, you need to model the attributes you expect from your team every time you interact with them.  Be friendly, caring and helpful in every conversation, even if you’re frustrated or upset.  This approach will not only lead to happy, loyal employees—it will inspire a true passion for patient service in each of them.

Developing a patient-oriented mindset in your team doesn’t require an advanced management degree.  It does require dedication and a constant emphasis on the part of the you, the owner and manager.  But that’s a small investment to make when the reward is a growing army of happy patients spreading the word about your practice to anyone who will listen.