By Paul Henny, DDS

Bob Barkley’s “learning ladder” concept, akin to Peter Senge’s “ladder of inference,” emphasizes understanding where individuals stand regarding their knowledge, beliefs, and motivations. When patients or dental professionals are “stuck” on this ladder, they tend to rely on outdated or incorrect mental maps, often described as deductive thinking.  

Inductive Thinking Is Double Loop Learning 

Progressing on the learning ladder requires engagement of inductive thinking or double-loop learning, which involves challenging existing mental models and the subsequent development of new and innovative solutions.

How I Facilitate Inductive Learning 

Here’s an example of how I facilitate inductive thinking which leads to more double-loop learning, the patient moving up the learning ladder, and ultimately better decision-making.  

I purchased my practice in 1994 from a retiring dentist, who was competent and capable relative to the state board defined standard of care. He had achieved MAGD status and served in several professional leadership positions. He also had a very confident and caring demeanor, and his patients loved him and believed in his leadership skills. However, he wasn’t comprehensive in his practice philosophy, and subsequently did not spend a lot of time investigating root causes.  

The result was that he was tooth-centered and focused on solving or stabilizing current problems, one at a time. His failure to plan for the future dental health of his patients led to many chronic, slightly-below-the-radar problems that were never diagnosed.  

For instance, many patients had progressive destruction of their anterior guidance, loss of vertical dimension due to accelerated posterior attrition, and then were fracturing posterior teeth. They had significant occlusal disorders that were causing occlusal disease and the self-destruction of their dentition. 

The challenge: How could I get these patients to better understand why their posterior teeth, restorations, or even the roots of their teeth were fracturing when the apparent problem was in the back of their mouth, and the unknown driver of their problem(s) was in the front of the mouth?  

The solution: We made study models and took occlusal records. and photographs. We then scheduled each patient for an appointment with me that was specifically intended to allow them the opportunity to learn more about their situation, understand why destructive trends were happening, and allow them the opportunity to choose whether or not they wanted to continue in that direction or alternatively engage in a comprehensive restorative process that would render out optimal form, function, and esthetics.  

This type of process creates the opportunity for more double-loop learning, and therefore better decision-making and long-term stability and health in my patient base. 

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 Deborah E. Bush, MA 

This blog draws on insights from Dr. Michael Melkers’s 2022 Pankey Webinar, “Managing New Patients in Challenging Times.” While the blog offers a unique perspective, it is informed by the valuable strategies and experiences shared by various dentists during the webinar. For a more comprehensive exploration of these approaches, I recommend watching the full webinar on YouTube. 

Interestingly, the challenges and strategies discussed in the webinar are reflected in a broader industry trend.  

Mature Dental Practices Often Become Overwhelmed with New Patient Requests 

A year ago, I conducted a dental marketing survey for Alatus Solutions, which provided revealing statistics about how independent private dentists seek and manage requests for new patient appointments.  

• Responding to the survey were 474 dentists aspiring to be 100% fee-for-service.  

• We found that 5% were so booked that they couldn’t make new patient appointments for more than 30 days. 

• 15% had new patients waiting more than two weeks.  

• The 5% had stopped paid marketing because they didn’t want more new patients, overloading their schedules, exhausting themselves and their team, and negatively affecting the care they provide. 

Multiple Strategies Are Possible to Control New Patient Flow 

One strategy to control the number of new patient calls tying up the front desk is to stop all paid marketing and rely solely on referrals from patients who truly appreciate your comprehensive care. Another response (which happens frequently) is to screen calls and do callbacks. That’s something I do not recommend as you will see in my “Do and Do Not” section below. Alternatively, some dentists expand the practice by bringing on a new associate or refer new patient inquiries to a like-minded dentist who is growing their practice.  

Dr. Melkers’s online seminar emphasized the effectiveness of prescreening potential patients during live calls and having knowledgeable front desk staff act as gatekeepers. This concept is discussed in more detail below as an effective strategy for managing this challenge.  

Do and Do Not 

• Even when you are overwhelmed with patients, I do not recommend frustrating your loyal patients by screening calls and relying on voicemail to call them back. Do pick up as many calls live as possible. 
• You can turn off your paid ads, but don’t ignore your website or your Google business page. Your digital presence is necessary to sustain your practice. And the referred prospective patients (who are most likely to be prequalified for comprehensive care) will be curious to see your persona, credentialed expertise, and reviews before reaching out for an appointment.  
• Do keep your website and Google listing frequently SEO-refreshed and up to date with your services. The current Google algorithm prioritizes Quality Content, Mobile Utility, and Local SEO (location, business hours and contact information visible and consistent across all platforms). 

The New Patient Funnel 

The new patient funnel is a metaphor for a potential patient’s journey from initial contact to becoming a regular patient. The stages include: 

• Awareness: The patient learns about your practice through marketing, referrals, or online research. 

• Consideration: The patient evaluates your practice and decides whether to call to discuss scheduling an appointment. 

• Conversion: The patient schedules and completes a new patient exam. 

• Retention: The patient becomes a regular and ongoing part of your practice. 

The funnel helps us conceptualize the flow of interactions we can control. When you have a “leaky” funnel, potential patients fall out near the top of the funnel before being qualified. This can occur if the front desk does not answer calls live or fails to return messages. A lack of training in optimal call handling contributes to this failure. 

​​​In ideal scenarios, receptionists are initiative-taking and well-trained in moving new patients through the funnel or onto a more suitable path for finding the type of dental care they want. However, according to Patient Prism’s AI evaluation of over 50 million new patient calls over the past nine years, more than 80% of the U.S. dental practices participating in Patient Prism’s AI evaluation do not benefit from such attentive phone handling until their performance is tracked and new behaviors coached.  

Prescreening Patients: Identifying High-Quality Candidates 

Prescreening is an effective strategy for managing the new patient funnel. By asking targeted questions during initial contact, your team can determine which patients fit your practice well.  

My Notes for Call Receptionists: 

• Understand Their Needs: Ask, “How may I assist you?” and engage in a conversation to understand the patient’s dental needs and expectations. 

• Set Expectations: Explain the benefits of a thorough examination, the process, the time involved, and the fees. Assess the patient’s willingness to commit to a comprehensive exam, consultation, and finding solutions for their current problems. 

• Note Previous Dental Experiences: The caller’s freely offered comments about their dental history, health history, or concerns about dental care are revealing, but be careful of assumptions based on your biases. Stay in the conversation long enough to understand the person on the other end of the phone. It’s okay to simply say, “Please tell me more.” And, if the caller seeks a “Pankey dentist” because they are accustomed to the highest level of comprehensive care, note that this person has prequalified themselves for your practice. 

• What to Do When in Doubt: If you are unsure, saying, “Our schedule is full right now,” is okay and not impolite. Continue with, “I need to consult with my supervisor to determine if we can fit you in. May I put you on a brief hold or call you back in a few minutes?”  

• Complimentary Consultations: Offering complimentary consultations is a common practice for implant and clear aligner services, but the front desk of a busy practice must prequalify patients for those appointments, or the dentist will spend a lot of unpaid time prequalifying the patients herself or himself. 

Make Room for the New Patients You Want 

Even highly qualified patients may become frustrated if they wait more than a week for an appointment. Consider reserving one extra patient slot per week for the type of new patient you want. If no such patient calls early in the week, use the slot for an existing patient who needs attention. You can also modify your new patient protocol to offer this person a shorter appointment to get started–with the recognition that there will be more than one appointment to complete the new patient process. 

Coach Your Front Desk 

If you have an inexperienced or new receptionist answering your phone, it’s important to discuss with them the types of high-value patients they should prioritize for you. Additionally, provide guidance on how to nurture these new patient leads, so they are more willing to wait for an available appointment. This is a Team Meeting Topic every fee-for-service dental practice should discuss periodically. A high-value patient to you is likely one who wants the highest-level of comprehensive care, appreciates your approach to patient-centered care, and eagerly wants you. 

By Deborah E. Bush, MA 

How I Came to Know the Word “Eudaimonia” 

During the Covid pandemic, retired dentist Barry F. Polansky, DMD, noticed a shift in people’s perspectives, with many becoming more thoughtful about life’s purpose and values. This period of reflection inspired him to encapsulate his own views in a story aimed at guiding young dentists. This story became his 2021 book, The Porch: A Dental Fable.  

The Porch is the tale of a young (new) dentist who is guided by a philosopher mentor, learns to integrate eudaimonia into his practice, and regularly discusses dental philosophy with colleagues in a porch setting. Dr. Polansky hoped the book would help new dentists discover how to practice virtuously, foster responsible relationships focused on well-being, and lean on mentors and study clubs to encourage them. While authoring the book (before ChatGPT), he asked me to help with the writing, and I was pleased to assist in refining the narrative, ensuring it resonated with readers. 

Eudaimonia in Patient-Centered Dentistry 

“Eudaimonia,” rooted in Aristotelian philosophy, translates to “human flourishing” or “well-being” and is integral to a comprehensive approach to dental care. It extends beyond clinical outcomes, considering the broader impact on patients’ overall health and life satisfaction. For example, here are some of the principles shared by Aristotle’s philosophy and patient-centered care. 

• Holistic Approach: Embracing eudaimonia means addressing not just the physical, but also the emotional and psychological well-being of patients. This includes understanding their aspirations and fears related to oral health and aligning care with their life goals. 

• Empowerment through Co-Discovery: Involving patients in exploring their health and treatment options to foster informed decision-making, aligning with their values and aspirations. 

• Personalized Care: Tailoring treatment to each patient’s unique needs supports their journey toward their own fulfilling life. 

• Mutual Growth: Collaborative patient-provider relationships lead to mutual professional and personal growth, contributing to a shared pursuit of well-being. 

Eudaimonia in Ethical Practice 

Integrating virtue ethics—compassion, honesty, integrity—into practice fosters trust and well-being for both dentists and patients, leading to professional fulfillment. This sounds easy but we know it is not. 

In The Porch, Barry Polansky’s protagonist is initially hindered in his attempts to lead patients to treatment by (1) patient resistance and (2) his internal frustration with that resistance. The young dentist goes to the brink of giving up. The philosopher-mentor helps him off the cliff’s edge and back onto comfortable footing as the young dentist learns relational behaviors that lead to positive results. 

Eudaimonia in Work-Life Balance 

Polansky’s book emphasizes the importance of balance between work and personal life, continuous learning, and maintaining physical and mental health for a fulfilling career. Polansky draws on his deep roots in the Pankey philosophy as he persuades his colleagues to support young dentists in study club communities focused on well-being. 

His Take-Home Message  

A long fulfilling career in dentistry is based on developing a systematic approach to practice that enhances the doctor-patient relationship for the benefit of patients, living purposefully with balance, striving for personal holistic health, and being in community with colleagues to nourish the wellness and careers of younger dentists—all hallmarks of The Pankey Institute. 

Note: You might find this interesting…I’m learning to learn from AI. My first draft of this blog was nearly 2,000 words. Then, I ran it through ChatGPT, knowing it needed to be shortened, and voila! I liked the concise results (620 words). In my line of work as a dental writer, I sometimes use CoPilot AI for research, Gemini AI for drafts, and Grammarly AI for polishing, but overall, I think ChatGPT does the finest job of critiquing what I write, suggesting revisions, and explaining why.  

Paul A. Henny, DDS 

Charisma is the ability to attract and influence others with our ideas and communication style. There are many different types of charismatic styles, with no moral component associated with any of them, which means that some charismatic people are quiet, graceful, and principle-centered like Jackie Kennedy, while others are more extroverted, and self-centered like her husband JFK. In other words, some charismatic people are exuberant like Oprah Winfrey, while others are more introverted Elon Musk. 

Charisma is often said to be a “subjective ineffable quality,” something we either have or we don’t have, with attributes such as confidence, passion for a topic or a cause, optimism, a ready smile, expressive body language, and a friendly voice. In other words, the social characteristics of a charismatic person reflect feelings of someone with high self-regard. 

Is charisma an important attribute if we want to become a more successful, relationship-based, health-centered dentist?  

Simply answered —yes. 

But the basis of our charisma must originate from an “other-centered” world view, because if we use charisma as a strategy to simply get more of what we want out of others (act in a manipulative fashion), then it won’t work well for us long-term, because empathetic patients are able to detect insincerity very quickly, and the perception of insincerity will cause them to steer away from us. 

On the two-way street where relationship-based, health-centered practices live, both charisma and empathy are essential. Even if we’re introverted (most dentists are), we can still be charismatic if we present ourselves and our message in a fashion that’s “other-centered,” sincerely helping, and in an “I’m willing to give-before-I-receive” fashion.

L.D. Pankey, Bob Barkley, F. Harold Wirth, Peter Dawson, Mike Schuster, Richard A. Green, Frank Spear, John Kois, Lee Ann Brady, and other stars who shine in our dental firmament all had/have different personalities and communication styles. In common, they all shared/share their deep love for others and an insatiable desire to help others learn and become better at helping others. We know them because they have drawn us in. They have engaged our attention and inspired us to push our personal envelope and follow their lead.

By Barry F. Polansky, DMD 

These thoughts were first published in May of 2021 on my blog Stoic Dentistry. Parts one and two of this blog series tell the story of how The Pankey Institute provided me with inspiration that shaped my career and provided me with purpose to live a meaningful life. 

——————– 

I first attended The Pankey Institute in the late eighties. I was at the lowest point of my career. Admittedly times were a bit easier for a young dentist back then, but in many fundamental ways they were the same. The fundamentals never change; but how best to use them is something you must always stay on top of. Over the years, things have changed but the fundamental wisdom of dental practice has stayed the same. 

For that reason, I believe the best and really the only way to have a fulfilling career in dentistry is through comprehensive, relationship based, fee-for-service practice. 

My First Day at the Institute 

On the first morning at the Institute, I remember feeling overwhelmed. It was like the first time I sat down to write a book…I was focused on the herculean tasks of creating the practice of my dreams…an unbearable project. Every moment of that first week tested my competence and potential to succeed…and then there was the comparisons and contrasts I made with the other students. But I paid attention and took notes. 

In a lecture late in the week, the instructor was discussing how to schedule this new type of practice. He told us to reserve just a morning to practice what we were learning. I returned home and secured every Thursday morning for practicing the Pankey way. That included a lot of new techniques for me and my staff. It was an easy way to introduce the new school of thought to my staff. 

How do you eat an elephant? I used to ask myself…one bite at a time. 

The lecturer that day, Dr. Irwin Becker, who later became my mentor, was righter than he even knew. 

The Self-Determination Theory of Human Motivation 

Just about the same time, during the eighties, two psychologists, Edward Deci and Richard Ryan from the University of Rochester were beginning to formulate their now groundbreaking self-determination theory of human motivation. 

Let’s face it, writing a book or designing a fee for service dental practice takes a lot of energy and motivation. Back then and sadly today, the advice came down to “Just Do It.” Deci and Ryan put some science behind human motivation for me…and then I backed into it…but years later, while studying positive psychology, I was gratified that I took Dr. Irwin Becker’s advice; otherwise, I may not have had an accomplished and fulfilling career. 

Let’s look at the science. 

Deci and Ryan defined motivation as the “energy required for action.” How many times do we attempt to accomplish a worthy goal but run out of steam. We need drive. Many people never even try. Installing a fee-for-service practice is difficult…if we dare to do it. It requires resources like drive and energy. 

Deci and Ryan went on to further describe the elements of the drive and motivation they were describing. Firstly, they noted the difference between extrinsic and intrinsic motivation. The extrinsic drives were the material rewards we are all familiar with, as well as status and recognition. The intrinsic drives included passion, curiosity and purpose. What they found was that intrinsic motivation was more effective in every tested situation, excluding when our basic needs haven’t been met. (See Maslow’s Hierarchy of Needs.)  

Then something interesting occurred to them. They separated motivation again into controlled motivation, a form of extrinsic motivation and autonomous motivation, a form of intrinsic motivation. If it is work you have to do or are being forced to do, that’s controlled. Autonomous motivation is doing work you choose to do. Deci and Ryan found that, in every case, autonomous motivation destroys controlled motivation.  

The psychologists further explained autonomy by saying it occurs when we are doing what we are doing because of “interest and enjoyment” and because “it aligns with our core values and beliefs.” In other words, it is in alignment with the other intrinsic drives: curiosity, passion and purpose. 

To be continued in Part 2. 

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 

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 Edwin A. McDonald, DDS 

Case Study 1 

Early in my practice I was introduced to a periodontist in Dallas. We began a close working relationship for many years. He was a great mentor to me. His work was superb, and his patients had great experiences. He got to know our patients so well he could guide them to the best treatment decisions.  

One day we met, and he told me that he was retiring. I told him that he couldn’t do that to me! His response was that he had found the perfect person to partner and transition with. He had.  

The most important thing that happened was my mentor took the time and made the effort to communicate with me about what was happening. It made me realize that I was important and significant in all of this. The incoming periodontist, Ron, was a young version of his predecessor with the same meticulous surgical technique, superb results, and great patient experiences. In fact, in many ways he became better.  

Years later, Ron’s office is in the same location, just beautifully remodeled and updated. The hygienists remained for many years as did most patients and almost all referral sources. Ron has been extraordinarily successful. That makes me happy. He makes me a better dentist. 

In this case, the two periodontists were philosophically aligned, clinically similar, consistent in their judgement, and had great ability to build high trust relationships. Those four components created a powerful foundation to move smoothly from the past to a great future. 

Case Study 2 

Unlike the first case study, most transitions have gaps between the old and the new. In addition, often the existing practice needs an infusion of energy, a new and expanded mindset, and a more powerful vision to move toward what is possible. 

I have a friend that bought a very traditional relationship-based practice with tons of potential. He is different than his predecessor in his management style, approach to relationships, and desire to grow his practice. He has more than doubled it in just a few years. He also has had a complete turnover in the team. In this case, he needed a team that fit how he wanted to practice. He hired individuals who were prepared to embrace a new approach to practice.  

My friend needed to become a more effective leader of his team and develop a deeper understanding of how important they are to his current and future success. That meant investing more time and energy into getting to know everyone, communicating his career goals and learning about their career goals as they together cast a vision of the future …a worthy destination that honored the past as it created an abundant future. That meant leaving behind some beliefs, assumptions, and patterns of thinking as he matured and as they matured. 

“All of the stakeholders around a practice transition will embrace the change if they see the incoming dentist and new team members living the values that have kept them connected to the practice for many years, there is clear and frequent communication, there are genuine efforts at building trust, and there is an expressed understanding of what is mutually beneficial to all parties.”
–Dr. Edwin A. McDonald (LineofSightCoaching.com)