By Gary M. DeWood, DDS, MS 

You’ve carefully diagnosed a patient’s dental needs and crafted the perfect treatment plan. The patient seemed interested and engaged; they seemed to be asking for the treatment.  But when you present it, their eyes glaze over, questions remain unanswered, and commitment seems distant. This scenario is all too familiar. But what if, like Disney creating unforgettable experiences, you could make your treatment presentations clear, engaging, and tailored to different learning styles? 

The Power of Multiple Learning Styles 

Just like Mickey caters to both thrill-seekers and story lovers, consider the diverse learning styles of your patients. Here’s how to appeal to each: 

• Visual Learners: Transform your presentation by replacing text-heavy slides with images, clear drawings, and captivating before and after photos. Use visuals as you explain what they are seeing, the benefits of treatment, what can occur if treatment is delayed, and what treatment is possible.  Among the visuals could be hand-drawn illustrations created while the patient is watching, computer images, animations, and videos of procedures. Consider the use of interactive software that allows them to visualize potential outcomes. 

• Auditory Learners: Let your voice and the power of a story build trust.  Avoid dental jargon that they might not understand. Paint an emotive picture of the benefits of treatment, highlight improvements to their oral health, a brighter smile, and help them imagine the increased confidence that comes with health. Incorporate a real patient’s positive experience and outcome with a similar treatment plan.  

• Kinesthetic Learners: Engage their senses for a deeper understanding. Have them hold their dental models while you explain how the treatment will impact their teeth, smile, and bite. Use the 3D representation of their teeth to demonstrate what treatment is possible to create an ideal smile and bite. Utilize interactive software that allows them to visualize their treatment outcomes. Offer samples of dental prosthetics or appliances for them to hold and feel.  

Determining Patient Learning Styles: Clues and Strategies 

While it’s not always possible to pinpoint a learning style definitively, there are several clues we can look for and effective strategies to employ. 

• Verbal Cues: Pay attention to the types of questions they are asking. Visual learners frequently look for diagrams and examples, auditory learners request further explanation or clarification, and kinesthetic learners inquire about physical sensations or experiences trying to imagine “what it will be like”. Listen to how each person explains their understanding of conditions or procedures. Are they using visual metaphors, auditory descriptions, or kinesthetic references? 

• Observations: Observe if the patient creates detailed notes or relies on visual cues during your consultation. Watch closely for nonverbal cues. Visual learners may lean in to better see visuals, auditory learners may nod or shake their head in response to explanations, and kinesthetic learners may gesture or touch objects. 

• Self-Description: Ask patients if they prefer reading, listening, or hands-on activities when learning new information. Alternatively ask, “Do you find it easier to learn through seeing information as you listen, listening to the facts and stories, reading about it, or doing things that involve physical hands-on activities?” 

Transforming Your Treatment Presentations 

Here’s a simple four-step process to tailor your presentations: 

1. Patient Profile: During your initial interview, identify learning style preferences through your conversation with the new patient. 

1. Presentation Prep: Use the tips above to adjust presentation materials and focus based on the patient’s learning style. 

1. Interactive Delivery: Actively engage with patients throughout your discussion of findings and subsequent presentation, answer their questions in a way that matches their learning style, and invite them to participate (e.g., pointing to visuals, discussing their concerns). Focus on what patients are saying and how they are expressing themselves. This can help you tailor your explanations to their learning style. Periodically ask patients for feedback to keep them engaged. 

1. Adapt During the Presentation: Be prepared to adjust your approach based on patient feedback or observations. Ask for feedback and consider using questions that require patients to elaborate on their understanding or preferences. You may get additional insights into their learning style. 

Move from One-Size-Fits-All Presentations to Uniquely Engaging Ones 

The goal is to create a more engaging and effective learning experience for your patients, leading to improved patient satisfaction and involvement in treatment decisions and overall dental health outcomes. When in doubt about a patient’s learning style, incorporate multiple modalities and stay alert for new insights into how they are experiencing your delivery.  

By incorporating these strategies, you can build trust, improve understanding, and increase treatment acceptance, leading to a practice that thrives on patient satisfaction! 

By Paul A. Henny, DDS  

As presented in Part 1 and 2 of this series, integrating double-loop learning into dental practice, as proposed by dentist Bob Barkley, psychologist Carl Rogers, and organizational psychologist Chris Argyris, offers a pathway to more effective and compassionate patient care.  

Too often we dentists jump to the conclusion that our patients see clinical signs, symptoms, and patterns the same way we do, and therefore understand why we recommend various forms of treatment. Often times, we need to slow down, verify the accuracy of that assumption, and facilitate a more effective learning process so our patients (and even our team members) can understand their situation as we do. 

Before We Can Effectively Lead Our Patients, It’s Important to Understand Them on the Beliefs and Behavioral Levels. 

We all enter new situations with a set of subconscious cognitive biases intended to make decision-making faster and easier. These biases evolved for the purpose of faster, safer and more effective decisions. In life we must be able to make split-second decisions when confronted by potential threats related to safety, management of limited resources, position within various social hierarchies, and so forth.  

Understanding our cognitive biases is extremely helpful in understanding how our patients perceive and respond to our practice culture, shared information and our recommendations. Our cognitive biases influence how we interpret their cognitive biases, and their cognitive biases tend to drive decision-making. This is particularly true early in new relationships when a patient’s perception of safety is key to their willingness to collaborate on the successful resolution of complex problems. 

There are many different types of cognitive bias. For the purpose of this essay, we will focus on three of the most relevant types of bias applicable to the practice of dentistry:  

Confirmation Bias 

Patients inherently seek out information that supports their existing beliefs about dental care —its purpose, the process, and its value to them personally as they currently understand it, while they simultaneously dismiss evidence that contradicts those beliefs. This type of bias often leads toward a skewed and significantly underdeveloped understanding of their dental health status, trends, and the value of various treatment options.  

Confirmation bias is buttressed by the opinions of friends, family, other social influencers, cultural myths, opinions found on the internet, marketing strategies deployed by other practices, minimally understood personal experiences, inaccurately recalled personal experiences, and so forth. As a result, if we fail to create a safe feeling of non-judgmental relationship with each person, they will often choose not to share additional information about their beliefs and therefore concerns about working together. Consequently, when we attempt to move forward with what we believe is appropriate care, the patient will decline, delay, or even disappear for reasons we can’t understand. 

There are two more biases (Anchoring Bias and Availability Bias) I will continue to explain in Part 4 and 5 of this series. 

By Gary M. DeWood, DDS, MS 

Whether you’re presenting research findings at a conference or sharing case studies with colleagues, your job is to craft and practice a presentation that informs, engages, and inspires. 

Key Strategies 

• Know Your Audience and Tailor Your Message: Understanding your audience is fundamental to effective communication. Consider their level of expertise, interests, and expectations. Tailor content and delivery style accordingly. For instance, when presenting to fellow dentists, you can delve deeper into technical details and use industry-specific terminology. Dentists like dental jargon. 

• Organize Your Presentation for Clarity: A well-structured presentation is easy to follow and more impactful. Consider using a clear outline that includes an introduction, body, and conclusion. Tell them what you’re going to tell them, tell them, and tell them what you told them. The introduction will briefly outline the main points of your presentation, while the body dives into the details. The conclusion will summarize the key takeaways and reinforce the message. 

• Leverage Visual Aids Effectively: Visual aids can enhance your presentation and help your audience retain information. Use high-quality images, diagrams, charts, and videos to illustrate your points, being careful to avoid overwhelming your audience with too much visual clutter. Keep your slides clean and easy to take in, allowing your visuals to speak for themselves. 

• Practice Makes Perfect: Rehearsal is essential for delivering a confident and engaging presentation. Practice your presentation aloud several times, paying attention to your pacing, tone, and body language. Consider recording yourself to identify areas for improvement, both audio and video. The more familiar you are with the content, the more comfortable and confident you will be when delivering that presentation. 

• Engage Your Audience: A successful presentation is not a one-way street. Encourage audience participation by posing questions, inviting discussions when appropriate, and including interactive elements. This not only keeps your audience engaged but also provides you with valuable feedback and insights. 

• Transparency: At the beginning of your presentation, disclose any financial relationships or conflicts of interest that may be relevant to your topic. This includes any payments, grants, or consulting fees received from companies that manufacture or sell products or services related to your presentation. 

Incorporate Dental Case Images Effectively 

• Choose high-quality images: Ensure images are clear, well-lit, and relevant to your topic. 

• Cite Sources: If you’ve used information or images from other sources, clearly cite them in your presentation. This demonstrates respect for intellectual property and enhances the credibility of your work. 

• Acknowledge Collaborators: If you’ve collaborated with colleagues or mentors on the research or case, acknowledge their contributions. This fosters a collaborative environment and recognizes the efforts of others. 

• Use images selectively: Avoid overwhelming your audience with too many images. 

• Provide context: Explain the relevance of each image and its connection to your narrative. 

• Tell a story: Use images to create a compelling narrative and engage your audience. 

• Maintain consistency: Use a consistent theme, typography, and color scheme throughout your slideshow. 

• Consider animation: Use subtle animations to highlight key points or transitions but avoid excessive use.  Audiences are distracted from the message when a lot of stuff is happening on your slides. 

• Practice and seek feedback: Rehearse your presentation and ask for input from colleagues or mentors. 

Consider Alternatives to Traditional Presentations 

While presentations are a powerful tool for communication, they may not always be the most effective approach. Sometimes, a more informal conversation or a collaborative workshop can be more engaging and productive. Consider the goals of your communication and choose the format that best suits your needs and the needs of each audience. 

Following these guidelines will help you create dental presentations that are informative, engaging, and impactful. Remember, the goal is not just to deliver information, but to inspire thought, discussion, and to foster a deeper consideration and understanding of your topic.  It’s also possible to have a lot of fun being the “expert.” (That’s anyone from out of town who brings slides.) 

By David R. Rice, DDS 

Overcoming Initial Challenges 

Dr. Emily had always dreamed of owning her own dental practice. However, the path to achieving this goal was not without its challenges. After years of working as an associate dentist, she decided to purchase a practice from a retiring dentist in her community. 

Securing funding was one of the biggest hurdles she faced. She had to navigate the complex world of loans and financing, working with banks and lenders to secure the necessary capital. Once she had the funding in place, she faced the daunting task of transitioning the practice smoothly. 

Pleasing the existing patients was another priority. She knew that many of them had been loyal to the practice for years and were concerned about the changes that would come with a new owner. Dr. Emily worked hard to reassure patients and maintain continuity of care. She met with each patient personally, listened to their concerns, and assured them that she was committed to providing the same high-quality care they had come to expect. 

Working with the legacy team also presented its challenges. Some team members were resistant to change and unsure about the new direction of the practice. Dr. Emily recognized the importance of building trust and creating a positive work environment. She took the time to get to know each team member individually, understand their concerns, and address their needs. 

Building a Supportive Team Culture 

As Dr. Emily settled into her new practice, she quickly realized that building a strong and supportive team was not as easy as she had anticipated. Her initial team consisted of a few experienced dental assistants and a hygienist, but they seemed to be struggling to work together cohesively. There were frequent disagreements, low morale, and a lack of motivation. Dr. Emily knew that she needed to take action to address these issues and create a positive and productive work environment. 

She started by taking the time to get to know each team member individually. She learned about their strengths, weaknesses, and career goals. This helped her understand their unique perspectives and identify potential areas for growth. 

Dr. Emily also implemented several strategies to foster teamwork and improve communication. She held regular team meetings to discuss challenges, share ideas, and celebrate successes. She encouraged open and honest communication and created a safe space for team members to express their thoughts and concerns without fear of judgment. 

Addressing Conflict and Building Trust 

One of the biggest challenges Dr. Emily faced was managing conflict. She learned that it was important to address disagreements promptly and respectfully. She would often facilitate constructive conversations between team members, helping them to find common ground and resolve their differences. 

Building trust was also essential for creating a positive and supportive team environment. Dr. Emily demonstrated her commitment to her team by being transparent, honest, and supportive. She showed that she valued their contributions and was invested in their success. 

The Rewards of a Strong Team 

As Dr. Emily continued to invest time and effort into building a strong team, she began to see positive changes. Morale improved, productivity increased, and the overall atmosphere in the office became more positive. The team members started to work together more effectively and support one another. 

Dr. Emily realized that building a strong team was an ongoing process. It required constant effort, patience, and a commitment to creating a positive work environment. However, the rewards were well worth it. A strong and supportive team could help her achieve her practice goals, provide exceptional patient care, and create a fulfilling career. 

By Gary M. DeWood, DDS, MS 

As a dentist, our role in fostering a learning culture for our team is essential for their thriving success and that of the practice. When there is cultural alignment between the values and priorities, team satisfaction is significantly enhanced. By investing in our team’s growth, we reap numerous benefits, including: 

• Improved Patient Care: When team members are equipped with the latest techniques and information and understand why to use them, they can better help us diagnose and treat our patients. A well-trained and knowledgeable team, empowered with a deep understanding of their role in patient care, will lead to superior outcomes.  

• Increased Efficiency and Productivity: A learning culture can enhance problem-solving skills, improve decision-making, and foster a more efficient workflow. This leads to reduced errors, improved patient turnaround times, and increased productivity. 

• Enhanced Team Morale and Retention: When team members feel valued and supported in their professional development, they are more likely to be engaged and satisfied with their jobs. This leads to improved morale, reduced turnover, and a stronger sense of team cohesion. 

• Financial Benefits: Investing in your team’s development can have a positive impact on your practice’s bottom line. Improved care, increased efficiency, and enhanced team morale can all contribute to increasing revenue and reducing costs. Additionally, a strong learning culture will attract and retain top talent, ensuring the long-term success of your practice. 

Embracing a Learning Philosophy 

To establish a strong learning culture in your dental practice, it’s essential to define your values regarding learning and professional growth. Clearly articulate your commitment to continuous improvement and create a shared vision that inspires your team. Lead by example by demonstrating your own passion for learning.  

Attend conferences, stay updated on the latest dental research, and actively seek out new skills and techniques. This inspires your team to follow suit and prioritize their own professional development.  

Finally, create a supportive learning environment where team members feel comfortable asking questions, making mistakes, and learning from each other. Encourage open communication, provide constructive feedback, and celebrate successes to foster a positive and collaborative atmosphere. 

• Define. 

• Lead. 

• Create. 

Auditing Your Learning Culture 

To assess your practice’s learning culture, identify any barriers that may hinder learning, such as a lack of dedicated time, resources, or support. Prioritize professional development by blocking out time and allocating resources for training and development initiatives. Encourage a culture of knowledge sharing by creating opportunities for team members to share their expertise and learn from each other. This will help foster a supportive and collaborative environment that promotes continuous learning and growth. 

• Identify barriers. 

• Prioritize learning. 

• Encourage knowledge sharing. 

Empowering Your Team 

To foster a flexible and empowering learning environment, offer a variety of learning options to cater to different preferences and support individual development by encouraging team members to set their own goals. To address lack of time, prioritize learning by making it a strategic priority in employee growth interviews and allocating dedicated time for professional development. Then provide necessary resources, and empower them to make informed decisions about their learning paths so they can apply their knowledge in meaningful ways. 

• Offer diverse learning options. 

• Support individual development. 

• Empower self-direction. 

Fostering a Growth Mindset 

To foster a growth mindset, encourage a culture where mistakes are seen as opportunities for learning and growth. Provide supportive and actionable feedback to help team members improve, and recognize their achievements to motivate and inspire them. 

• Celebrate mistakes. 

• Provide constructive feedback. 

• Recognize achievements. 

Leveraging Technology 

To leverage technology for learning and development, explore software and tools that can enhance efficiency and create a library of online resources such as articles, videos, and webinars for team members to access at their convenience. Incorporate microlearning techniques, such as short online modules or podcasts, to fit learning into busy schedules. 

• Utilize dental technology.  

• Share online resources. 

Encouraging Collaboration and Peer Learning 

To foster collaboration and peer learning, facilitate the formation of study groups or learning circles where team members can collaborate and share insights. Additionally, establish mentorship programs to pair experienced team members with newer ones, providing guidance and support for their professional development. 

• Form study groups. 

• Create Mentorship programs. 

Remember 

Investing in your team’s development is a direct and powerful investment in the future of your practice. It takes energy to intentionally get the momentum rolling toward a place with a learning culture that extends beyond yourself. But once the momentum is rolling, these strategies become second nature, empowering your dental team to adapt to change, to enhance their skills, to deliver exceptional patient care, and to create a career for themselves and everyone around them.   

By Paul A. Henny, DDS 

The Case for Setting Boundaries 

When we are financially or emotionally dependent on patients saying “yes,” we crave acceptance which comes at cost: we are fearful of offending the person if we say, suggest, or do something that might trigger a “no,”—so we strategically modify our behavior to avoid rejection. 

On the other hand, independence allows us to adopt a course of action—a purpose that’s clearly justified in our mind, and accepting of the fact that some people might disagree and therefore their opinions will not influence how we feel about ourselves. So, independence involves respecting how others feel AND how we feel—a critical issue that’s known as psychological boundary. 

What’s Our Goal? 

Our goal should be to help others as much as possible—but not to manipulate them into making decisions or taking actions they would otherwise not make. If we feel like we cannot help someone, or if we believe helping a person in the way they are demanding is harmful long-term, then we simply need to find a way to respectfully agree-to-disagree, and move on. No need for moralistic stands. No need for judgment. We just need to continue our search for others who are in closer alignment with our purpose. 

As we become masterful at the execution of our purpose, we become known for it —we become “branded.” Once branded, more like-minded people can find us in the sea of other options and then make a higher level decision than “he/she is in my network.”  

Start with Personal Leadership 

Relationship-based, health-centered dentistry therefore starts with personal leadership and personal power. Who am I? What am I willing to stand for? What am I willing to share with the world? What am I unabashedly willing to promote because I believe in its value so deeply that I simply must promote it. And critically, HOW can I best promote it so that more people will be able to make better decisions for themselves that are more in alignment with our purpose, and that move them closer to an optimized health? 

“Know Thyself,” the ancient Greek appeal to greater self-awareness, is one of the four principles incorporated into L. D. Pankey’s “Cross of Dentistry.” But following this sage advice isn’t easy, as we’re pulled and pushed around by the environment; we’re constantly challenged to either adapt, resist, surrender or lead. 

Being Authentic Requires Regular Introspection 

Leading is only possible in patient-centered dentistry through authenticity—through clarified values aligned with a congruent vision and ACTION. Hence, without self-awareness, the seductions of life—the temptation to take shortcuts, and the trappings of materialism, can easily lead us away from our authentic self. What makes this process even more challenging is that when we feel threatened or rejected, we tend to do more of those things while blocking out how we truly feel. We lose ourselves in our pursuit of things that we think will sooth our anxiety.  

Gaining greater self-awareness through regular introspection is the starting point of a process that essentially never ends, but it represents the only pathway toward authentic leadership. Authentic leadership is an inside-out process that’s at the very core of patient-centered dentistry, which is why Dr. Pankey inscribed “happiness” as the outcome of his developmental philosophy. 

By Paul A. Henny, DDS 

The word “prescriptive” recently got stuck in my head. It made me think about the important distinction between a relationship that’s primarily focused around “giving directions or injunctions” versus mutually goal-oriented and collaborative. It’s all too easy in the middle of a busy day to reduce our patients’ complex problems down to prescriptive responses so we can move on to the next problem or obligation on our schedule.  

The reality of dentistry was brilliantly stated long ago by Bob Barkley, “Our goal is to design dentistry that will fail at the slowest possible rate.” This humble statement should always sit at the center of our practice philosophy: We aren’t gods; hence we aren’t perfect, and we can’t control the future. The best we can do is learn, practice, and do our best with the best of intentions. The rest will be up to the patient and fate.  

If our patients choose to not assertively take charge of their oral microbiome through appropriate oral hygiene and diet management, then all of our skills and good intentions will be undercut, and the failures sometimes blame-shifted onto us. That thought brings me around to the central reason behind why I’m writing today: We can’t be successful unless we are also good teachers and leaders. We have to want our patients to be successful on a very deep level. 

Last year my daughter Allison graduated at the top of her high school class, and it was easy to think “Wow! Look at what she did!” Yet it wasn’t just her efforts that made it happen, so the thought should be “Wow! Look at what WE did!” as the effort was communal and very philosophically-driven. It’s clear that Allison’s Principal and teachers LOVED her enough to invest a significant part of themselves in her development. You could feel it, see it, and hear it in their words. 

Are we similarly invested in our patients success? Are we doing a whole lot more than just being prescriptive? Are we investing a significant part of ourselves in our patients’ lives because we want to see them succeed? Can they feel it, see it, and hear it?  

By Paul A. Henny, DDS 

Effective leadership in dentistry requires open-mindedness and empathy, while at the same time, assertiveness, consistency, adaptableness, and resilience.  

That’s a tall order! 

Many of us struggle to be assertive and empathetic at the same time, particularly when we are under pressure. All too often, we lean into our positional power and superior knowledge and don’t stop to ask ourselves: 

• How does the patient feel about my message? 

• Does the patient understand the long-term implications of the information I have presented? 

It’s important to remind ourselves that decision-making is a two-step process: 

Step 1: The recognition of accurate, relevant, timely, and important new information 

Step 2: Reasoning to make choices that align with values and goals 

Few people fully understand the nature of their problems, needs, and the complex processes necessary to realize their goals when they first come into our dental offices. Patients often behave dogmatically or too emotionally, which leads them to choices that result in more failure and frustration. 

Our ability to facilitate learning in others and lead them to decisions with predictably better outcomes can be developed. This is good news! With understanding, practice, and reinforcement through successful experiences, we can all learn how to become more effective leaders and develop a more successful practice. 

The 6 Key Steps to Effectively Guiding Our Patients 

1. Slow down and manage your time more strategically to spend more time with each patient.
2. Demonstrate empathy. Stay in conversation and ask questions to understand what they know and how they feel about the information you are giving them. 
3. Create a safe and effective environment for learning. This entails slowing down your delivery of information into the bite sizes that are appropriate for the patient and pausing often for their minds to catch up and for them to experience self-discoveries.  
4. Show deference for the fact that each person is the best expert regarding themselves, their feelings, values, and goals. Let them know you will support them in their process and invite them to learn more and weigh their new knowledge against their values, priorities, and long-term goals.
5. Give each person enough time to make complex decisions as well as work through the logistics necessary to make their decisions fit into their life.
6. 6. Remain clear and assertive about what is in the patient’s best health interests and consistent with your values. Only proceed with treatment decisions that are mutually agreed upon as appropriate.

By Deborah Bush 

Imagine this: a valued member of your dental team walks in, resignation letter in hand. It’s a blow, not just to patient care, but to the overall morale of your practice. But what if you could have prevented it? Enter the “Stay Interview,” a powerful tool used by thriving dental practices to keep their top talent happy and engaged. 

Why Stay Interviews Matter 

Studies by Gallup and Pew Research show that money isn’t the only reason employees leave. Often, it’s a feeling of being undervalued, lacking growth opportunities, or simply not having a voice. A Stay Interview allows you to proactively address these concerns before it’s too late. 

Benefits of Stay Interviews for Dental Practices 

• Reduced Turnover: Replacing an employee costs a significant portion of their annual salary. Stay Interviews can help you identify and address issues that lead to departures, saving you time and money. 

• Improved Morale: When employees feel valued and heard, their morale soars. This translates into a more positive work environment for everyone, including patients. 

• Increased Productivity: Engaged employees are more productive. By identifying and addressing roadblocks, you can help your team work smarter, not harder. 

• Enhanced Patient Care: A happy, stable team provides better care for patients. Stay Interviews can help ensure your dental team feels supported and equipped to deliver top-notch service. 

Turning “Stay” into Action 

Here’s how to implement Stay Interviews in your dental practice: 

1. First, focus on high-performing team members, those critical to the practice and whose departure would be a major loss
2. Schedule private, dedicated time for the interview. Ensure a relaxed atmosphere. I recommend having a stay interview twice a year and strategically schedule one of the interviews before planned vacations. This way your valued team members have happy thoughts about their employment while gone and look forward to returning. If you are going through a practice transition, you may need to adjust when you do stay interviews to make sure you meet with each employee early in the transition to help them see the value of the transition for them. See Effective Strategies for Managing Transition in Your Dental Practice Part 3  – The Pankey Institute
3. •  Start and continue a conversation. Remember that “the relationship is the conversation.” Two-way listening and recognition are key. 
     • You might start the conversation with this question: “What do you enjoy most about working here?” 
     • Go deeper by asking: “What could make your job even more fulfilling?” “Have you considered leaving?”  
     • Trigger their professional drive by asking: “Do you feel challenged?” “Have I given you enough opportunities to grow professionally?” “What would you like to do more of?” 
     • Affirm their value. “I may not say it often enough, but I value you and recognize your contributions to the practice. In fact, recently….” “Would you consider leading on our next project to _______. It’s important to me that I have someone like you I can rely on to champion this and help make sure we make headway.” 
     • Ask: “What could we do to improve our office culture?” “Do you think I have been clear enough about the direction we are headed?” “Am I providing you with enough feedback?” “How do you like to get feedback?” See How Do You Like to Receive Feedback?  – The Pankey Institute. 
4. Actively listen and respond without becoming defensive.
5. Summarize the key points of the conversation and create a plan to address concerns.
6. Follow up with more conversations as needed. 

Remember, the key is to listen, respond, and act. Let Stay Interviews be the bridge to building a thriving dental team with happy smiles all around! 

About Deborah E. Bush: Deb is a contributing writer specializing in dentistry and a subject matter expert on the behavioral and technological changes occurring in dentistry. A graduate of the University of Michigan and a student of positive psychology, Deb has more than four decades of technical writing experience for medical and dental outlets and authorities. Before becoming a dental-focused freelance writer and analyst, Deborah served as the Communications Manager for The Pankey Institute for Advanced Dental Education and as Director of Communications for the Preeclampsia Foundation. Her work with leading dental brands includes Curve Dental, Patient Prism, and Alatus Solutions (which includes DentalPost, Illumitrac, and Amplify360). She has co-authored and ghostwritten books and articles for multiple dental authorities. 

By Edwin A. McDonald, DDS 

It is amazing to me to realize that I have practiced for more than 40 years in a relationship based, fee for service dental practice. Dentistry has become much more complex during that time. What has not changed is the need for human beings to be loved, accepted, significant, understood, and heard. Also, people who have a high value for their health seek high clinical competence and thoughtful patient management.  

Two years ago, I started looking for a partner to continue providing my patients with comprehensive, relationship-based care. (My hands, back, and body had been telling me that it was time to slow down.) My primary goal in this transition was to create a future where the culture of my practice would continue, and the practice would thrive and grow. 

I received a call 18 months ago from my good friend, Dr. Lynne Gerlach. She said: “Mac, I want you to meet Dr. Shawn Luck.” Lynne went on to say, “I interview young dentists every day and I rarely meet people like him.” 

Shawn and I met, and I immediately understood what she meant. After a few more meetings, several phone calls with colleagues that knew Shawn well, and a thorough financial analysis, it was time for “Team Mac” to meet Dr. Shawn.  

Team relationships are critical to a successful transition. Shawn was met with enthusiasm from my team. That meant we could move forward with a detailed agreement that included terms of employment and terms of practice purchase.  

Shawn’s well-grounded character, confidence, enthusiasm, and intelligence were the factors that guided my decision. We both needed what each other had. I needed Shawn’s character, youth, energy, ambition, and strong desire to own a practice. He needed my clinical training, experience, and commitment to be a focused, consistent, and relentless teacher. 

I began communicating the transition with my team and patients a few months before meeting with Shawn. I mailed a formal letter to my patients that said that I saw three to five years of clinical practice remaining for myself. The letter began and ended with a big thank you for their loyalty, trust, and support. It let them know that I was actively looking for a young dentist to partner with who would continue to take care of them. This letter was a huge success with a thank you from almost every patient. A few patients began to schedule pending treatment that had been on their mind. 

We sent a second letter four months later to announce Dr. Luck. We began communicating about his arrival in person with enthusiasm and emailed a digital copy. The main takeaway here is that the transition immediately benefitted from consistent, focused, and abundant communication with all practice stakeholders about what we were planning and hoping for.  

We are in the middle of year one and I am focusing on mentoring Dr. Luck. We are hoping to play the infinite game as we create and pass on opportunities to the next generation. 

My hope for my Pankey Institute colleagues is you will surround yourself with great people that make you better. Build partnerships with them. Build trust at a deep level. Build community. Serve one another. Seek opportunities to pass on the values of relationship-based practice to the next generation. If you invite young dentists into a relationship and repeat the mentoring you received, we can all play this forward. Dr. Shawn Luck has already captured the spirit of wanting to do just that.