It was August of 1995 when I walked through the doors of the Pankey Institute for the very first time.

I was attending a course specifically designed for hygienists and was literally in awe of every aspect of my experience there. Not only was the clinical information fresh and new from what I had been taught in hygiene school, I was also introduced first-hand to the philosophy that has since become the corner stone of my own personal and professional life.

The Power Of Development

Looking back over my shoulder at the past 24 years I realize that none of my learning or growth could have occurred if my “boss” had not invested in me. What I didn’t realize early on was that his investment was not just so that I could be a better hygienist. What happened was that I grew to become an incredibly high performing, deeply engaged, missionary and change agent for our practice. I learned that my thoughts, ideas, feelings, and questions were not only welcomed, but invited and encouraged each and every day. I become a perpetual student and my hunger for personal and professional development was fed and nurtured by the culture that we had intentionally created in our practice.

Today I have the opportunity to work with dental teams across the country, and my mission has evolved from being able to serve individual patients to supporting entire teams as they navigate their own growth and challenges. You see, my own experience as a team member was so powerful that I find it imperative to create my own version of Quid Pro Quo.   Yes, it’s rewarding to help practices learn and practice skills that can enhance every aspect of the patient experience, and even more rewarding to know I’m supporting each Dr and team member to be become the very best version of themselves.

What Does It Mean To Create A Healthy Culture?

Experience tells me it’s where each person is seen, heard, valued, recognized, and appreciated. Of course, it’s important to develop and implement systems, define clinical protocols and establish business operations. I ensure you that when team members feel a part of something bigger than themselves and connected to you and each other, a sense of accountability and responsibility to these standards increase exponentially…as does the presence of positive attitudes. And just in case you’re interested, I’ve also found that every single practice will ALWAYS have challenges, conflicts, and competing values to work out. The highest performing teams will be the ones who consistently push themselves to work ON their issues and work THROUGH their differences.

It was one of the greatest honors of my coaching career to be invited to work with the in-house team at the Pankey Institute last week. I left the building after our meeting filled with more pride than ever in the Institute’s commitment to excellence, and to their team. Your Pankey leadership team is continually helping each person find their voice, serve each participant, “walk the walk and talk the talk” of what it means to be in service and an agent for positive change.

Let me leave you with this question: What is the kind of culture that you want to have in your practice, and who are you willing to invest in to get there? I’m here to tell you, it’s worth the effort!

In my last post on SEO and Google, we talked about the first two steps to get found online by the people who need you most – those in your community. We went over the age, authority, and quality of your website. Not to mention the importance of staking your claim in all of the directories.

At this point, you’ve got a secure, responsive website and hundreds of citations of extremely consistent NAP data. Now what?

With the first two steps completed, search engines need proof that you exist and that you’re worth recommending to their users. How does this happen?

Local SEO Domination in Dentistry

Step 3: Social Engagement and Reviews

Consistency in social media is key. If you’re never going to tweet, don’t get a twitter account. You need to be active where your patients are active. For most of us, that’s going to be Facebook, Instagram, Google, and Yelp.

Pediatric and orthodontic offices should strongly consider putting content out on Musical.ly and Snapchat.  Twitter and LinkedIn are wonderful for connecting with other professionals. Participate in conversations on social media and search engines will know you’re a real live business.

They don’t, however, have any idea how good you are until you get reviews. Again, consistency is key. Don’t get too hung up on volume.

A consistent stream of reviews, as little as one per week, will do better than a brief campaign that produces the same end volume in a month’s time and quits. Native reviews direct to sites like Google, Yelp, etc. have more weight than those acquired by aggregation software like DemandForce, SolutionReach, or RateABiz.

Also, because of geo-location enabled devices, you can look forward to reviews written away from the office being ranked higher. Ask for them consistently, especially when a patient offers a compliment, and you will see results.

Step 4: Go Forth and Create!

The last step is simple but probably the hardest. Be active!

Build your library of content, whether it’s in the form of blog posts, podcasts, or vlogs. Steady streams of updates send the signal that you are a living breathing organization that deserves to be noticed and recommended.

Always keep the subject focused on what benefits your patients experience. I like to divide my content in equal parts – personal interests, professional interests, office updates, industry updates, and local news. This simple post I wrote in 2017 on conservative dental therapies gets as many views as our “about us” page.

Now go and share with the world how awesome you are and crush the competition while doing it!

Gone are the days of feeling good that everyone in your community can find you because you paid a single fee for an ad in the yellow pages.  

Today, you need your dental practice to be visible when people in your area are looking for services like yours. More and more people are using their phones and computers to do this.

Time is a major priority in the thriving dental practice. Balancing the need for comprehensive care with the efficiency necessary to get everything done in a day is a serious challenge. When it comes to periodontal assessments, the numbers today shockingly still show that a majority of offices are not routinely completing a perio exam.

It doesn’t have to be that way!

Implement a Quick Perio Screening

Consider making your life a lot easier while still improving patient care by offering periodontal screenings. An efficient screening that divides the mouth into scored sextants shouldn’t take more than a minute or two.

Your hygienists will appreciate the opportunity to show off their probing skills. They will be able to help patients recognize the signs of gingivitis and periodontal inflammation that may have gone unnoticed otherwise. If the patient scores high enough, then that will necessitate a full-mouth periodontal exam that includes full mouth probing furcation scoring and measuring muco-gingival attachment loss and recession.

This simple addition can lead to more dentistry in your practice and therefore higher production. That’s a boon for both patients and dentists, as the former improves their health and the latter is able to offer more complex treatment.

Periodontal disease is a sneaky, pervasive issue that can be detrimental to a patient’s entire health. Systemic diseases like atherosclerosis and diabetes have been associated with periodontitis. Gingivitis, while reversible, can still be exceedingly unpleasant and eventually lead to worsening periodontal health.

The way your hygienist educates patients about periodontal disease contributes to how patients understand the screening’s purpose. The hygienist must make it clear that you are checking for gingivitis and periodontitis because they can lead to pain and tooth loss. This would require much more invasive care in the long run.

Get our take on dental esthetics by reading this awesome Pankey blog here. Do you carry out perio screenings in your practice? We’re dying to know more, don’t be a stranger!

Leadership shouldn’t be a happy accident or something you fall into simply by virtue of becoming a dentist. It should be an acknowledged responsibility that you treat with genuine seriousness.

Of course, your instincts shouldn’t necessarily be ignored, but can they always be trusted? As the dentist, you are by default a leader. In reality, you should understand your role in shaping your practice’s vision as well as fostering growth for the entire team.

The hardest part about navigating the nebulous realm of leadership is clarifying and meeting the duties ascribed to your role. For dentists, you are actually fulfilling four different roles, all of which are important for general morale and success.

4 Roles of the Dental Leader

Follow the leader has real meaning in a professional space. One of your primary roles is that of the vision initiator. You have to be bold, verbal, and engaged in your vision to help your team attain the same values. You need to be fully present, especially when your practice is new or developing. The future depends on how you see it.

You will also become the educator in your practice, if you haven’t already. You must guide patients and team members toward your expectations for care. They can’t identify with your vision if you don’t yourself have the skills to state it clearly.

Your third role is that of the vision facilitator. At some point, your team and practice will be fully imbued with the tangible effects of your vision. You have to make the effort to prevent that vision from stalling through team building and careful hiring.

Finally, you must embrace your role as a mentor. This may be more challenging if you have a very strong personality, as it can make people embrace your vision even if they don’t appreciate the philosophy. What you want is a sort of vision immortality, so that even if you leave the practice, your vision and leadership live on.

There is a distinct difference between team versus staff. Teams work together toward a shared goal while staff are a group of people who happen to work under the same management. Team members work side by side, whereas staff members work in the same space.

If you are wondering how you might transition from having a staff to working within a team, you might consider engaging with your staff to learn each person’s communication style.

Communication Can Make Your Staff Into a Team

At Pankey, we focus on four communication styles: expressive, driver, analytic and amiable. However, people are multifaceted, so they almost never exhibit just one style but instead have a mix of styles. It is this mix that makes us fascinating and gives us individuality.

Teams are made up of people who develop meaningful relationships that initially center on shared work goals. These relationships form when people get to know one another. Taking the time to go through a communication styles exercise with your team allows them to deepen their knowledge of each other. It has the added benefit of helping to identify the strengths of each person.

The Pankey team shares some similarities with practice teams. We spend most of our time working together to serve others. For us, it is the doctors who attend our courses. For you, it is your patients. In both situations the team works together but focuses on someone outside the team.

Although there is no “best” communication style, our team has found that certain styles are more conducive to certain situations. Also, in challenging situations it is often best to pair people who share the same style.

Despite the fact that there are no hard and fast rules and everyone should be treated as an individual, I’ve also noticed that there are certain predictable behaviors based on the communication styles. Our team feels that the knowledge we share about our communication styles helps us work together and serve our community better.

It’s a hard truth to swallow: acquiring more and more new patients won’t always lead to success or contentment. What we think will solve all of our dental practice problems can sometimes be the exact opposite of what we really need.

I remember talking with a dentist who had empty patches in his schedule that he was desperate to fill. He had also noticed that his practice did a half day less of hygiene than the previous year. He then made it clear to me that he needed new patients, but wasn’t sure how to go about getting them.

Before I dove into a solution that might not work, I clarified the problem. It turned out we were dealing with a very different animal.

The New Patients Conundrum

I immediately asked him how many new adult patients he was averaging per month in the last year. His answer was around fifteen. This piqued my interest and set alarm bells ringing. I told him that doesn’t make sense and explained the math.

Fifteen new adult patients per month should imply two one-hour maintenance visits for every person. That ends up totaling 360 extra hours in the schedule or 45 full days of hygiene. Clearly, this dentist’s problem wasn’t attracting new patients, it was keeping them!

He was blown away by this realization, but it’s not uncommon for dentists to assume new patient acquisition is the problem. In reality, we need to think more like business owners and measure what is worth measuring. In this situation, my advice was to focus on figuring out why patients weren’t sticking around for the long haul.

How we see a problem can be a problem in and of itself. Once we recognize the true source of our frustration, we can take active steps toward a resolution. Hygiene is the core of a practice, after all, and deserves the right kind of attention.

Growth should be the primary goal of every dental practice. No matter how well things are going, planning for and promoting growth ensures that any setbacks do not completely derail you. Growth is also valuable because it keeps your practice lively with new patient energy and ensures your team stays engaged.

In Part 1 of this series, I discussed my first two tips for 2018 that encouraged developing a marketing plan and increasing whitening services. Keep reading for my final two pieces of advice:

Thrive in 2018: Patient Education and Experience

Use Digital Photos for Patient Education

Take the following series of six digital photos on all new patients:

1. Natural smile
2. Close up retracted view
3. Upper occlusal view
4. Lower occlusal view
5. Left buccal corridor
6. Right buccal corridor

Load the photos onto an iPad or tablet for patient viewing. This will convert the process from passive to active for the patient. Be prepared to hear two frequent comments from patients: (1) “Wow, I have never seen my teeth like this before!” and (2) “Yuck!”

Provide a Remarkable New Patient Experience

The first visit to your practice should be an awesome experience that helps new patients become more interested in their oral health. Take some time with your team and design a new patient experience that is more ideal.

Consider beginning with a simple office tour that shows the patient some services that are available. Include a new patient interview where a team member takes the time to get to know your patient and understand their ‘dental story.’ Make it a ‘wow’ experience where patients leave saying, “I have never been treated so thoroughly before!”

The four tips presented in Part 1 and 2 of this series are an excellent way to develop a thriving practice in 2018 and beyond.

As you begin to implement these recommendations, think of the following axiom: To achieve what you have never achieved, you must do what you have never done. Here’s to your success!

It’s my strong opinion that dental practices are either growing or they are in decline. A case could be made that there is a third option, staying the same, but with ever-rising overhead, staying the same is just another form of decline.  

In Part 1 and Part 2 of this series, I’ll share 4 specific tips that will help you thrive in 2018 and beyond.

Thrive in 2018: Marketing and Whitening

Develop a Comprehensive Marketing Plan

New patients are necessary for a growing practice. Oftentimes the difference between a good practice and a thriving practice is the volume of quality new patients.

Spend some time crafting a comprehensive marketing plan that includes internal, external, and digital marketing activities. In my own practice, our most effective internal marketing strategy is the dentist calling all new patients and any patient who receives an injection on the evening of treatment.

An effective external marketing strategy for us is making NFL-quality mouth guards for our local high school football team. Also, one very effective digital marketing strategy has been getting online patient reviews. An appropriate marketing budget for a growing practice is 4-5% of revenue.

Embrace Whitening

Growing your whitening business is a great way to attract patients. Here are 3 simple things you can do to increase the amount of whitening treatments you perform:

1. Take a shade match at the beginning of the hygiene appointment. Then show the patient their current tooth shade on a shade guide organized chromatically from dark to light.
2. Value-price whitening. Consider value-pricing as a means of making it more affordable and accessible for your patients. The real economic benefit is the restorative and elective treatment that results from increasing your whitening.
3. Offer lifetime whitening. Consider offering free gel to your whitening patients, provided they keep their recommended hygiene appointments. This is a win/win strategy that patients love!

To be continued …