PRACTICE COMFORT LEVEL

Stress can be defined as the difference in how you would like your life to be and how it actually is.  You are spending 8 hours a day with patients who are apprehensive and really would rather be elsewhere than with you.  Compliment that with employees you are paying to do their job who do not get along with their co-workers. Stress at some level resides in every dental practice and the best you can do is prevent it from ruining your day. Those people that state that it isn’t what happens to you; it is how you react to it haven’t worked in your practice. 

Nearly every high stress practice I have visited has a source that has created the bulk of the problem: either an employee or the doctor himself.  This is an easy one to solve-- eliminate the problem (of course very challenging if you, the Doctor, are the problem.) 

I have been in many offices where the problem staff member has been identified, but the Doctor refuses to fire them.  The Doctor is worried about what damage this individual may do outside the practice, like filing Board complaints, unemployment claims, and bad-mouthing your practice in general.

Is it possible to improve a problem staff member?  Sure, but that will take a lot of time and patience.  Of course the best solution is utilizing a sound hiring process where every new staff member is on 90 days conditional status before permanent hire.  Follow up on the references they give you (most don’t). You may even do a background check to make sure your new candidate doesn’t have a shady past.

Practice comfort level also relies upon orchestrating a smooth operation.  Provide written job descriptions for each employee and utilize systems in which everyone knows their role. 

I often see practices that process each patient a little differently each time.  Have a written protocol starting with the new patient initial phone call all the way through to setting the recall appointment.  

The challenge is to get doctor and staff all on the same page.  It is obvious that if the dentist wishes to increase production and work harder while the staff wishes to work less creates an enormous disconnect.  We are assembling a list of suggested reading and audio material that both doctor and staff can study to improve their well being. 

Another source of stress is the problem patient.  Examples are the woman that perpetually questions your billing or the screaming child or the patient that is terrifed of every move you make.  I have a friend that is a retired dentist that gave himself a unique gift each Christmas.  He would pick 6 problem patients to dismiss from his practice-that was probably his favorite present each year!

Identify the patients that you consider stressful to deal with.  Perhaps you should dismiss these patients from your practice.  Give them a referral to one of your colleagues who may have better luck treating them.  Patients who have a history of showing up late for appointments or not even showing up at all can also create stress as well, and maybe some of these can also be dismissed from your practice. 

Pick your dismissals wisely.  If you refer too many out of your practice it may adversely affect your revenue.  You can tolerate a few problem patients but do not let them take over your schedule.  This is your practice and you have the power to decide whom you treat.  Being a patient in your practice is a privilege, not their right.