Lee Ann Brady, DMD 

The origin of a patient’s dental wear may be deceiving. Is it physiological or pathological? This minor difference could spell major consequences for the lifetime oral health of your patients. We care about understanding the differences and how to manage them for the benefit of our patients. 

What is the amount of normal tooth wear? 

To understand normal tooth wear, let’s compare the size of teeth at age 10 to their size at age 70. Based on extensive research, we’ve found that the average loss of tooth structure over this 60-year period is approximately: 

• 1.74 millimeters on posterior teeth (first molars) 

• 1.01 millimeters on upper anterior teeth (centrals and laterals) 

This equates to roughly 15-26 microns of wear per year, depending on the tooth type. 

It’s important to note that this includes all forms of wear, such as attrition, erosion, and abrasion. Even with this normal wear, most people should still have a layer of enamel on their teeth at age 70. In fact, you might expect to retain at least half of the original enamel thickness on your incisal edges and cusps. 

While a certain amount of tooth wear is a normal part of aging, it’s important to distinguish between physiologic wear and pathologic wear. Physiologic wear is a natural part of aging and includes abrasion, erosion, and attrition. It occurs at a predictable rate and typically does not result in significant tooth structure loss. If you notice excessive tooth wear beyond the expected range of 15-26 microns of wear per year, it may be a sign of an underlying issue that requires further evaluation. 

What is the patient-centered approach to discussing wear and understanding the cause of tooth wear? 

When discussing tooth wear with patients, it’s essential to approach the conversation with empathy and understanding. By using a patient-centered approach, you can foster open communication and encourage patients to take an active role in their oral health care. 

• Open-Ended Questions: Ask open-ended questions to encourage patients to share their observations and experiences. For example, you might say, “I’ve noticed some wear on your teeth. Have you noticed any changes in how your teeth feel or look?” 
• Avoid Assumptions: Don’t jump to conclusions about the cause of tooth wear. Instead, ask questions to gather more information and explore potential contributing factors. 
• Emphasize Collaboration: Emphasize that you’re working together to identify the cause of tooth wear and develop a treatment plan. This fosters a sense of partnership and encourages patient involvement. 
• Avoid Blame: Avoid blaming the patient for tooth wear. Instead, focus on identifying the underlying causes and developing strategies for prevention and treatment. 

What do I say to my patients? 

I always start from a place of curiosity. I might say, “When I examine your teeth, I notice some wear that seems more than what’s typical for your age. I’m curious if you’ve noticed any changes in how your teeth feel or look. Sometimes, unusual wear can be a sign of underlying issues like teeth grinding, acid reflux, or other factors.” 

Many times, patients will then say to me, “I don’t know. Do you think I grind my teeth?” or “I don’t know. I do have acid reflux.” If the patient says, “Gosh, I don’t know what that’s about,” the next piece of the puzzle is to take my curiosity and help them understand what we would do diagnostically to figure that out and potentially what we would do to manage that. 

If I think the wear is erosive, the conversation can turn to acid reflux or an acidic diet or abrasive toothpaste. If I think it’s erosive, the conversation leads to “seeing if we can learn what your teeth are doing when you sleep at night. If you’re grinding your teeth, that is something we can manage.” 

I never start with “I think you grind your teeth,” or “I think you have acid reflux,” no matter how confident I am that that is the case. I don’t approach it that way for a couple of reasons. I need to give the patient a chance to process that information and come to terms with the fact that something may be going on that they weren’t aware of beforehand. There’s an emotional impact from hearing that information, so we want to deliver it in a gentle way. And I want the patient to become aware of what may be happening on their own. I want to create a co-discovery process.  

The general message is “We can work together to figure out what might be causing this. By understanding the cause, we can work together to determine the best course of action to protect your teeth and prevent further wear.” 

By John C. Cranham, DDS 

 When I’ve looked at and really studied my practice numbers over the years, my favorite has always been productivity per hour. I have aimed to focus on a low volume of patients who need advanced dentistry. As my practice developed, I was able to earn more per hour on fewer patients. I was able to earn as much or more while working fewer hours, and my overhead went down because the office was open fewer hours. 

 Rather than just firing off from the hip and trying to make a treatment plan with the patient who is in the chair, I now invite them back for what I call an “advanced records visit.” Then I focus on making comprehensive records and studying those to create a well-thought-out treatment plan. The time spent planning the treatment may be an hour.  

 When you become good at treatment planning, it may take as little as 20 minutes. But the idea is to do better dentistry for your patients and get to where you are working on about 12 big cases each month. I have found that doing more than that is exhausting and makes it difficult to maintain general patients.  

 As you develop your reputation for being a “go to” dentist who solves problems, the big cases will flow in steadily. When you are planning a big case, you are generally working off a treatment plan where you’ve mounted models, you’ve studied photographs, and you’ve got an architectural plan of where you’re going. It’s very cerebral.  

 When you’re executing the plan, everything must be done in a specific way. So, in my office, we have time scheduled for executing planned dentistry—without interruption. We have another time scheduled for seeing general patients and moving between operatories. In the morning huddle, we review the plan for the day and decide where we can fit in an emergency appointment if one is needed. 

 Over the years, my schedule has changed. I’ve tried various schedules and had to experience them to know what works best for me. Now, I like to arrive at 6:00 AM, do my cerebral case workups in solitude, schedule patients with advanced needs in the morning, and have short afternoons for general dentistry. I don’t bother with lunch because I have determined that I don’t need that break in my day.  

 You’ll find what works for you. Keep in mind that your schedule might change over the years in response to patient needs, staff needs, family needs, and your pursuit of other activities. That’s okay. There is no perfect one schedule that fits all dental practices all the time.  

 Once I had a steady flow of big cases coming in and productivity per hour was high, I no longer felt the need to keep my office open long days or to offer evening appointments. I discovered that evening appointments were the ones patients most often cancelled. And when we cut back on our afternoon appointments a few years ago, patients were accepting once they heard it was because the team and I wanted to spend more time with our families.  

 You may discover that when there are fewer appointment slots available, your patient’s perceived value of them rises, and patient calls to cancel or reschedule diminish. 

 Starting out in practice means delaying the gratification of shorter workdays. It will take some time to get your steam engine rolling but stay the course, balanced with being kind to yourself so you can keep going. Keep your vision alive and educate your patients toward the comprehensive dentistry that will serve them best. Be patient. Your low-volume/high-earning productivity per hour will grow slowly and then faster. 

 At every stage of practice, I think there is one thing all dentists have in common. They relish the quiet hours when they are alone planning treatment. Those are the hours when they feel most at peace, most able to solve complex problems, and actively create plans for efficiently delivering dentistry. As a young dentist, you might experience this once per month, and after a few years, you may experience this nearly every day. Those quiet hours are powerful hours for driving productivity. 

By Stephen K. Malone, DMD and Michael Costa, DDS, MHS 

We all know that the instrumentation options for dental hygiene services have come a long way since the first dental hygienist scaled teeth in 1906.   Early in the 20th century, the only technology a hygienist had was a set of sharp metal instruments and a spinning brush of gritty pumice. In the 1950s, ultrasonic technology was invented which helped disrupt calculus, but hygienists still had to follow up with scalers and polishers. Similarly, since the days of first scientific articles regarding oral micro-organisms in the 1870’s, our knowledge has increased exponentially regarding the role of oral biofilm not only in oral diseases, but whole-body health.   

In 2021 our office staff attended continuing education courses with legendary periodontist, Dr. Sam Low. Dr. Low introduced our practice to new technology that would help elevate our hygiene practice by improving biofilm removal, increasing patient ownership of personal oral hygiene practices, decreasing damage to root surfaces and restorations, and providing a gentler patient experience.   

The instrumentation is provided though a unit called a Prophylaxis Master – which is a combination of two different treatment modalities.  The hygienist first uses the Airflow unit to remove soft biofilm and young calculus.  The airflow handpiece delivers a combination of water, air and fine erythritol powder to lift and suction away the biofilm as well as stains.  Once the biofilm, young calculus and surface stains are removed, the hygienist moves to the integrated Piezo scaler to gently emulsify the remaining calculus. There are several different tips for both units to access deep pockets and implant surfaces safely. 

Scientific research has demonstrated this system is the gentlest and most efficient way to eliminate bacteria around cosmetic work and titanium implants, on enamel and root surfaces, and even on soft tissues. 

The GBT Protocol 

To get the most out of our investment, we implemented the “GBT” protocol, which is recommended by EMS, the company that manufactures the Prophylaxis Master. The 8-step GBT protocol is as follows:  

1. Assess the teeth, gingiva, periodontal tissues, and any implants and peri-implant tissues. 
2. Use disclosing solution to identify areas of biofilm accumulation. The color will also guide the hygienist to remove the biofilm with Airflow handpiece, after which calculus is easier to detect. 
3. Show the patient the colored biofilm to raise awareness. Spend time educating the patient and emphasizing the importance of prevention. 
4. Removal of biofilm, early calculus and stains with the Airflow. Airflow Plus powder is safe to use on teeth, root surfaces, gums, tongue, and palate. It can also be used to clean dental implants, restorations, orthodontic appliances, and clear aligners. 
5. Use Airflow Plus powder with the Perioflow® nozzle to remove biofilm in >4 to 9mm pockets, root furcations, and on implants. 
6. Remove the remaining calculus, using the minimally invasive EMS PIEZON® PS instrument supra and subgingivally in up to 10mm pockets and clean >10mm pockets with a mini curette. Use the EMS PIEZON® PI MAX instrument around implants up to 3mm subgingivally and on restorations. 
7. After checking to make sure all biofilm and calculus has been removed, diagnosing for caries, and applying fluoride for a fresh and smooth feeling. 
8. Schedule the patient’s recall visit based on risk assessment. 

What Our Patients Love About It  

• Patients trust the thoroughness of the therapy because they can see the disclosed biofilm before it is removed and its absence after it is removed.  

• The therapy is more comfortable than traditional methods. The water is warmed, and there is minimal root surface sensitivity compared to traditional hand and ultrasonic instrumentation.  

• This technology gently reaches into places where traditional instruments couldn’t remove stains and tartar.  

• The education patients receive from our hygienists highlights the value of the therapy.  

• We have found that this is a superior stain and calculus removing technology.  

• The erythritol powder that is mixed with warm water is pleasant tasting.  

 What Our Hygienists Love About It  

• Less hand instrumentation means less body fatigue.  

• There is superior stain removal and visual evidence that the biofilm is completely removed.  

• Patients don’t complain about sensitivity or “poking.”  

 What Doctors Love About It 

• Patients are happier.  

• Hygienists are happier.  

• It eliminates patient complaints about hygienists who are either “too aggressive” or “not aggressive enough” with instrumentation.  

• It prevents damage to cosmetic and implant restorations, as well as root and enamel surfaces.  

Note: We are not paid to promote EMS or Guided Biofilm Therapy. We honestly think this is the best way we can efficiently, comfortably, and thoroughly provide the comprehensive care our patients deserve—and we thought we should share our great experience 

By Mary Osborne, RDH 

How can we make recommendations for care without fully understanding what the patient aspires to? The patient’s goals are the context or should be the context for recommendations that we are going to make as their partner in health. Too often, context is the missing piece in our conversations with patients.  

I’ve heard that Dr. Bob Barkley would say to his patients, “You know, Mrs. Jones, if I had taken X-rays of you every six months since you were born, we would have 80 sets of x-rays. And if I stacked them one on top of another and then thumbed through them, I would have a movie of the health of your mouth for the last 40 years. We would see how your teeth changed from health to the degree of breakdown we see today. We can’t do anything now to change that movie. That movie has already been made. But, if you like, you and I can work together to create the movie for the next 40 years. Is that something you’d like to do?” 

If we get agreement from the patient, “Yes, I’d like to work together with you to plan for the next 40 years,” that’s not a specific goal, but it begins to create a context for our recommendations. Instead of the provider setting the expectations of the patient, it becomes more of a mutual agreement to long-term planning, so that there’s a buy-in by both parties in the relationship. That’s moving toward a partnership.  

When we set a general mutual goal during the preclinical consults, it fits in well with our not knowing what we will uncover during the clinical piece of the appointment. Dentists and hygienists can be direct about it, and I think there is value in saying, “I’d like to come to a mutual agreement that we work together to understand what is going on in your mouth, and based on the circumstances we find, come up with the best solutions for you. Is that something you would like to do?” 

We can set expectations by saying, “As we go through this process, I will be asking for your input. We’ll take it slow and be thorough. We’ll discuss what you and I discover, and together we can think through the next steps you may want to take. How does that sound to you?” 

I think it is essential to this process to invite the patient to be in shared control by asking, “Would you like to proceed with the clinical examination? Do you have any questions for me before we begin?” 

When we come to the conversation as fellow travelers with the attitude that “the two of us can work together,” we open ourselves to working toward mutual agreement about what it’s going to take for this particular person to achieve the level of health to which they aspire. Starting as partners with the goal of improved health is a low-stress way of being in a relationship that is comfortable for both parties. 

By Mary Osborne, RDH  

Think for a moment: Is there a change you think you could make in your life that would contribute positively to your health? Is there anything you could be doing—or not doing—that could improve your overall health and wellbeing? Most of us can think of something we could do, or do more consistently, to improve our health. Next, ask yourself if the reason you have not made the change you need to make is because you do not have enough information. Our clinical training taught us that if we give people the right information they will change their behaviors. It’s easy to get disappointed in ourselves and our patients when that turns out to not always be true.   

Reflecting on our own past and current health challenges is a way to remind ourselves that health is a journey, not just a set of strategies. What makes perfect sense to us now, may not have been relevant 20 years ago. Often we have heard the relevant information before but were slow to act on it. We may have conflicting priorities, such as time, or money. We may have had fears or doubts. When we can look at our own journey with understanding and compassion we are better able to see our patients that way.   

I remember a patient who came to us with a lot of dentistry that needed to be done. As we talked with her about recommendations for treatment, her eyes welled up with tears. “It’s nothing,” she said when I asked her what the tears were about. Eventually she shared with us that she and her family had been saving up to build a deck on their house. Doing the dentistry she knew she needed would mean they could not build the deck. There was a time when I might have thought, “What’s more important, a deck or your dental health?!?” But I was moved by her struggle. I can’t judge what a deck may mean to her and her family, but I can relate to her sadness in letting go of something they had been saving toward.   

As you advise patients, it’s helpful to share that are you on a path to better health yourself, and that it is not always easy. In this way we can step outside of the role of “expert” and come to our conversations as fellow travelers. And when we do come as fellow travelers, we bring our empathy, our humanity, and we allow ourselves to feel compassion. We are likeable.  

One of my favorite books is Dr. Rachel Naomi Remen’s Kitchen Table Wisdom: Stories That Heal. She quotes the psychologist Carl Rogers, who said:  

Before every session, I take a moment to remember my humanity. There is no experience that this man has that I cannot share with him, no fear that I cannot understand, no suffering that I cannot care about, because I too am human. No matter how deep his wound, he does not need to be ashamed in front of me. I too am vulnerable. And because of this, I am enough. Whatever his story, he no longer needs to be alone with it. This is what will allow his healing to begin.  

Because we are on a journey of becoming healthier just like everyone else, we can sit side by side with a patient. We can say, “I get it. It’s not always easy.” We can allow ourselves to feel compassion—that urge to genuinely help someone, and gently invite them to understand they are no longer alone.

Laura Harkin, DMD, MAGD 

Let’s delve deeper into the preclinical interview! 

It’s helpful to understand a patient’s perception of their overall health and oral health, as well as what type of restorative dentistry they’re hoping to have and why they feel the way they currently do.  

Sometimes, an integral family member has influenced the timing of care. For instance, you may hear, “My grandchildren are making fun of my teeth” or “My wife asked me to get my teeth fixed.” From this response, I know that I will need to be sure my patient personally desires treatment before rendering it. I’m also anxious to understand what type of restorative dentistry a patient is considering. For example, are they open to removable prosthetics, fixed crown and bridgework, or implantology? 

Recently a new patient came to my office with an emergency. Tooth #5 presented with the buccal wall broken to the gumline and a moderate-sized, retained, amalgam filling. He immediately said, “I do not want bridgework.” I listened quietly until he elaborated by saying, “When I had this front tooth replaced by my other dentist, I had to take it in and out, and I just found that so irritating.”  

I finally understood that he was referring to a flipper but calling it bridgework. So, it’s important to listen and ask questions when someone seems close-minded about having a certain modality of treatment. Delve deeper into the conversation because it may simply be confusion surrounding dental terminology. 

For the grandparents who ask for a better smile, I’d like to understand their thoughts on the scope of treatment and their expectations. Are they looking for a white, straight, Hollywood smile or a more natural appearance with a little bit of play in the lateral incisors? Are they mainly concerned about stains, gaps, or a missing tooth? Are there other problems they’re aware of such as tooth sensitivity, inflamed gums, or the need for a crown? This input is very important as we continue conversation with co-discovery throughout the clinical exam, diagnostic records, and treatment planning phase. 

Learn to count on your chairside for pertinent information. 

I’m fortunate to always have my assistant, Cindy, beside me for preclinical conversations, comprehensive examinations, and restorative procedures. Sometimes, Cindy interprets a patient’s statement or component of conversation differently than me. She may hear a message that I missed or read body language of which I wasn’t aware. Sometimes, auxiliary conversations between patient and assistant take place after I’ve left the room to complete a hygiene check.  

At the end of the day or in the morning huddle, we always take time to discuss interactions with our patients. Together as a team, we’re more efficient at acquiring accurate information so that we may approach the road to health most effectively for each individual. 

Determine if trust is present. 

As I’m getting to know a patient and before I choose to begin restorative treatment, I seek to understand if trust is present in our doctor/patient relationship. New patients often share past dental experiences, and, unfortunately, some have lost trust in dentistry itself. This may be warranted due to improper care, but it may also be due to a lack of understanding or unclarified expectations regarding a given procedure or material choice.  

It’s not unusual, particularly when a patient is considering a large scope of treatment, to serve as a second or third opinion. Building trust and waiting to be asked for our skills are key necessities before moving forward in irreversible therapy.  

The comprehensive examination, periodontal therapy, splint therapy, and gathering of records are all appointments during which opportunities exist to get to know our patients. True trust often takes time to establish, but the reward reaped is frequently one of empathy, friendship, and the ability to do our best work. 

The Pre-Clinical Interview – Part 1 

Laura Harkin, DMD, MAGD 

I am a third-generation, restorative dentist in New Holland, Pennsylvania, which may be best known for its blue, New Holland tractors. I own my grandfather’s and father’s dental practice where I am the sole provider for approximately 1,000 patients. My dental team consists of two hygienists, two assistants, and two front office administrators. 

I graduated from dental school in 2008 after short careers both in the actuarial sciences and as a stay-at-home mom. In 2010, I purchased my practice and signed up for my first course at The Pankey Institute. Note, my father also studied at the Institute when it first opened its doors in the early 70’s. One of my greatest challenges, early in my career, was learning how to diagnose oral conditions, develop and present treatment plans, and execute that treatment via phases. I found it quite overwhelming to simultaneously manage multiple, complex cases. Now, I love sharing my experience and the approach I’ve found works best for me. 

Above all, I’ve learned that in the midst of daily pressures in dentistry, we need to maintain our own health and strength to properly treat our patients and lead our teams. Surrounding ourselves with knowledgeable, positive, and compassionate colleagues helps! 

Knowing ourselves is as important as knowing our patient. 

Dr. L. D. Pankey’s Cross of Dentistry supports the belief that knowing oneself is of equal importance to knowing a patient whom we choose to treat. This challenge forever evolves because no person remains unchanged with time. I frequently evaluate my strengths and weaknesses as a provider, team leader, and mentor. At the same time, I ask myself what aspects of patient care and business management I excel at and most love to do. I can then choose my specialist team accordingly and empower my office team to best support me. 

Together we ultimately provide a better product and higher level of care. 

To prepare specifically for the treatment planning process, my team helps me gather key information and clinical records from a patient for a comprehensive evaluation. After a thorough analysis, I carefully craft written documentation which will help educate my patient, my team, and the specialist team I’ve chosen. An added benefit is its ability to serve as legal documentation.  

I always ask a team member to join me during treatment plan presentations. They bring another set of ears and eyes so that we may better understand a patient’s motivating factors as well as the challenges they may face in receiving treatment. We encourage open and honest conversations and understand that treatment plans evolve to fit the needs of individuals. 

How do we get to know our patients? 

In addition to gathering a thorough health history and dental history, we are seeking to learn more about our patient’s chief complaint, perception of their current state of oral health, desires for treatment, and barriers to care. 

We listen intently for clues to identify a patient’s communication style. I’ve always heard that we have two ears and one mouth for a reason. I practiced with my father for two years and once, after observing me, he said, “Laura, you do far too much talking. You need to really listen to what your patients are sharing.”  

I’ve had to develop the skill of active listening. To stay in the question and become comfortable with silence takes practice. Some observations that I try to make in order to effectively communicate and build a relationship with a patient are as follows: 

• Do they seem to enjoy conversing or are they responding with short answers in order to get through the interview quickly? 
• Do they readily ask questions and express thoughts, or are they quiet and need to be invited and prompted to share? 
• Are they amiable? 
• Are they distrustful or fearful due to past dental experiences? 

We need to intentionally verbalize our empathy when we’re in conversation with a patient to help them recognize that they’re being both heard and understood. 

It is beneficial to understand a patient’s background. For example, what have they done in life? What do they love to do? Who is important in their life? Sharing in these conversations will help build a rapport, lead to improved doctor/patient communication, and can help to begin a trusting relationship. 

Does the patient have limitations such as the ability to drive to appointments, afford dentistry, or find time for treatment? Do they need to discuss their oral health condition and treatment options with a trusted family member before making a decision? 

Understanding these answers helps us to not only provide respectful and resourceful solutions but also limit inaccurate assumptions. This knowledge is especially helpful in my third-generation practice, where I have many elderly patients who are dealing with health issues, multiple medical appointments, and scheduled drivers. Their desire is to simply make a careful decision for an oral rehabilitation which fits their objectives and abilities. 

Do we hear the desire for treatment? When speaking with an existing patient, I can often recognize signs of interest to move forward with previously recommended treatment. At that point in time, I often ask, “Why now?” The answer helps me clarify their chief concern(s) so that we can move forward fittingly. 

In Part 2 of this series, we will explore additional techniques to clarify our patient’s desire for oral health and long-term, oral stability. 

Do You Know Your Team’s Threshold? 

Robyn Reis, Dental Practice Coach 

While visiting a dental practice that had amazing hospitality and incredible relationships with its patients, I observed a doctor’s presentation to a patient who was in his forties and who had been saving for a smile makeover for a long time. The doctor did an amazing job with his presentation of what was possible and the phases of treatment. The patient was very excited, even teary-eyed.  

The patient wanted to get started and asked about the cost. The doctor said, “You know what? My team at the front are experts in figuring that out.” So, the patient was taken to the front and handed over beautifully. In a few minutes, he was presented with the treatment plan on paper with the approximate dollar amounts. In phases, they would do the full mouth. All seemed to be going well until it wasn’t. 

Intrinsically, everyone has a monetary threshold that up to a certain point, you have no problem with the amount. It’s something within your range of expectations and easy to say yes. When you cross that threshold, anxiety may creep in and for sure, you become uncomfortable.  This is what I witnessed in a matter of moments. 

I observed the front office team member look uncomfortable after glancing at the paperwork, despite being experienced with treatment presentations. The clinical assistant who had been part of the diagnosis and treatment planning process, would also help with scheduling and any questions. 

Together, they gave the patient the opportunity to ask questions after reviewing the plan again. The full mouth restoration was going to be in the neighborhood of $25,000. The first phase would be about $18,000. They offered CareCredit financing. The patient said, “It’s only $25,000 and I have $20,000 saved. This is wonderful! I don’t know how I will pay the other $5,000, but I know I have the means. It’s only $25,000.”  

The team appeared somewhat shocked because they were obviously uncomfortable with quoting that amount. This treatment plan crossed their personal thresholds. They suggested the patient go home and sleep on it “because this was a big investment.” The patient was so committed to moving forward that, despite their advice, he scheduled his first appointment. He would call them back once he figured out how to pay the remaining balance, knowing insurance would contribute very little. 

What I also found interesting was that neither team member asked for a deposit. No money was exchanged to reserve an extended appointment. The patient could back out and the doctor’s time spent on the case work-up would be uncompensated. In my experience, making a signed financial agreement would be the responsible step to take at this stage.  

This example illustrates the discomfort many dental teams feel about asking for a deposit if the treatment estimate crosses their personal threshold. Of course, dental teams will want to explain what can be done to make treatment more affordable and the financing options that are available. But it is beneficial for team members to understand their personal threshold and to become comfortable saying, “Grab your checkbook or pull out your credit card, Mr. Jones. Here’s what your investment is going to be to get started.”  

What’s your threshold? This is a great team exercise you can do at your next meeting because a patient might ask anyone they interact with about the cost of dentistry, and what options you offer for the dentistry they want.  Every team member will benefit from considering their personal threshold and discussing it — even role-playing — to become comfortable with the best ways to manage these questions. Depending on the situation, it could be referring the patient to the treatment coordinator or to the financial administrator to have a comfortable conversation. 

It is my belief that when patients are excited about what the treatment results will be and they want to move forward, it’s the right time to ask the patient to make a financial commitment to get the process started. 

There is a practice in Ohio I recently work with, in which the dentist and a young hygienist were having a chat about the idea of restorative partnership. When she first heard the idea, her reply was beautiful. She said, “Oh you want me to learn about treatment planting,” and I thought that was just the coolest thing ever because that is what we get to do when we think about developing patients over time. We are planting ideas…planting seeds that we can grow.

When I was still working as a hygienist, I found I was good at talking with patients about what was going on in their mouths… what I saw… what the possibilities were. And I even enjoyed dreaming with patients about what their mouth could be like if they chose to do dentistry proactively rather than reactively. So, it is interesting to me how many hygienists become nervous about the idea of talking about dentistry with patients.

This nervousness exists because we have been taught in and out of hygiene school that it is illegal for hygienists to diagnose. This one barrier has become an incredible obstacle to having conversations about current conditions and possibilities with patients. It does not need to be this way.

When I think about restorative partnership, now, I think of it as treatment planting! The doctor diagnoses and discusses the potential of treatment with the patient. And during recall appointments, the hygienist has amazing opportunity to plant seeds during encouraging conversations. A restorative partner deeply appreciates the developmental path that dental patients are often on and looks for opportunities to plant seeds of awareness, curiosity, and of course, possibilities.

Wouldn’t it be cool if a patient came in one day and said, “You know, we’ve been talking about this idea of comprehensive care… we’ve been talking about the idea of restoring this quadrant… and I want to go ahead with it.” Wouldn’t it be exciting if suddenly what you have been talking about blooms like a beautiful flower?

If you have been thinking about having a conversation with your team members about restorative partnership, starting the conversation around “planting seeds” would be enormously helpful. Think about looking at cases together…creating learning opportunities in your office, where you can start sharing more of your knowledge about what it takes to work in a patient’s mouth, examining photographs together and talking about what you see, talking about the implications and consequences of not having treatment done, and what the benefits could be of thinking about treatment.

The restorative choice is always in the patient’s hands, and what I find to be most exciting about the restorative partnership is the partnership that we, as dental professionals, get to develop with our patients.

In Part 1, I discussed combining Hard Skills and Soft Skills to wisely and intentionally produce the best outcomes. Soft skills are necessary to establish rapport, work with emotional intelligence, listen actively, and do outcomes based thinking. Hard skills are necessary to produce excellent clinical results. 

In Part 2, I would like you to consider “there is no single specific thing that will differentiate your practice and make it successful.” Our work life and personal life are based on balance. Whether you use the Pankey model of Work, Play, Love and Worship or Stephen Covey’s model, balance is the key.   

As a professional, there is an expectation among your clients and peers that you and those around you will own and maintain excellence in the hard skills of your calling, but the aforementioned soft skills are also essential. Our family, clients, and staff also deserve to be part of the other three parts of the cross of life. For example: 

• Pre-block days off in the schedule just like you book productive time at work. Your most productive time will be when you come back to work after a vacation.  
• Take the staff to a Study Club event for fun.  
• Support your staff having a volleyball team just like you support your kids’ soccer team.  
• Be respectful of personal events in your employee’s family lives. Support from you when times are tough will be repaid many times over.   
• Whether formally or in private take time to be thankful for the blessing of your family, your career and those who trust and support you.   

James Allen, in his book As A Man Thinketh, emphasized the incredible power of positive attitude and abundance thinking. When we find our staff doing something good and we compliment them, there is ten times the power of “constructive criticism.” When we hear laughter in the office, it is a good thing. Stress is lower among happy people. When we take time to train staff to take intra-oral photos and then trust them to do it right, we are all winners.   

The leader in your life and practice is you. Think deeply about the life you want to live and how that will affect those around you. When you learn to see the glass of life as half full and not half empty, you are making progress. When you then are willing to share your glass with others, you are ready for success.