A Dentist Guide to Managing Employees

A Dentist Guide to Managing EmployeesA Dentist Guide to Managing Employees

Successful business owners are confident and also competent in their respective field. They are extremely focused and desire to know what exactly needs to be done and finally, they get results. The most important resources in the business mainly dwell with the human resources and focus towards the task of managing staff and hiring quality professionals required to fulfil the particular need.

Small business owners – Staff management is a big challenge

Many owners don’t demonstrate the sustaining capacity and also high level of self-assurance. In a small business, it is acute particularly in the situation where headed by professionals, who lack a business background like the dental service provider. They always have a challenge of training, hiring, maintaining and retaining top well professional personnel, mainly who are well versed in attracting patients.The management is always propelled primarily by the better plan, then followed by organising it with good staffs control. In certain cases, the owner feels to give up because of difficulty facing in running the business. So, it is always better to seek advice from top-down management skills in order to keep the operations run smoothly, employees delivering good service, and aim for clients satisfaction.

Tips to overcome staff management challenge

  1. Always identify and address situations through personal testing to enable hiring good staff with competent associate and well-skilled manager.
  2. It is best to understand what really motivates employees and good to formulate a goal-oriented based programme, exerting a little pressure on the staff in order to reach set goals and also gain control of the practice management.
  3. It is good to establish an effective reward system by inculcating and implementing a monthly production goal for the practice.practice. An overall effort is to make the staff become enthusiastic in order to deliver a good work, to reach the goal and thrive to achieve the monthly bonuses.

Employ fit to skill employees

It is always easy to appreciate staff members who are cooperative and properly perform their duties. They are considered as valuable assets since they competently get their job done for the growth and success of a practice. By contrast, an inefficient team member is a path for the manifesto of a disastrous practice in dentistry and also it requires a great deal in convincing to get the dental head to realise it. The aspects of challenges are out of 6 to 8 employees there are at least one or two poor performing employees. However without deflating the morale of an employee, a shortcoming can be addressed? The first step is to learn the art of differentiating among the different types of personnel. So, that it helps to ensure the team member who is well placed are committed to rendering their service by being the best performer.

Employees aspect of willingness

Be aware of an employee who just nods their head and says that they have understood when they really don’t. The reason may be such as that they may not have good basic skill set, unable to grasp and understand technical terms, processes or maybe not getting clarity of your expectations. In order to avoid confusion, it is better to address questions asked by them and encouraged by patiently addressing them is immensely benefits for the growth.

Negative attitude

These type of staff where the same mistakes are done without putting any effort to improve, make excuses due to under performance and also individuals perform by their habits that are not really fair for to the practice. Some manager may accept this as a challenge and even take responsibilities to transform such employer to become more capable workers.

Unmotivated employee

When the boss is around and near team member attend to the responsibilities given them, otherwise they just engage in dwelling in personal matters and it seems to the boss that they are draining company resources and also letting the entire team down, being inattentive to such behaviours will contribute to overall burn out. However, just because they are involving in work hours by sending a text message does not mean that he or she is unmotivated. There are better ways to overcome this challenge:

  • Hire employees with a positive outlook who are willing, eager to render service and improve their skills.
  • Make sure employees receive the training and also take time to undergo coaching in areas the need improvement.
  • Create time to know about which aspect employees need the most help; provide ongoing guidance to refine employee leadership skills and foster their productivity by boosting their morale.

Focus on understanding what motivates to team members:

In order to perform their responsibility and to find out what motivates team members, is the next step in effective staff management. The value of unrealised talent in the practice unless every person is fully motivated and engaged. Money is a powerful incentive, which is important to recognise by determining what really motivates employees and to engage workers for the job because it holds a large pie in the journey of daily life.

  • Primary motivation as money: Employees putting themselves and their personal needs are primarily motivated by money, they are usually clock watchers. They don’t really care about the practice and they also have a tendency to extend breaks since they can get away with it. It is better to ask during an interview process that how would they handle specific interaction of being patient-centred, make a note whether they inquired specifically about pay, remuneration, benefits and other financial aspects. Overall it is better to distinguish between someone who is striving for a top-level performance as deserved bonus as opposed to someone who is mainly motivated by money.
  • Personal gain and conviction: The purpose of the practice is not just about meeting the needs but also must provide a service to patients. Patients really need to obtain satisfaction and comfort from doing business with your office and staff must also experience satisfaction from the service provided. As per the team member, mainly who are looking for an individual gain in the form of company bonus or perks are actually poorly motivated. The effort is to reach the goal effectively so that in all the ways both outside and within for better results. Team members in the company who are motivated by personal conviction enjoy what they do and are to fun to work with, even the company also runs smoothly. They also have the capability for tackling, collaborating with colleagues and helping patients by taking responsibilities. Their individual intentions are genuine and apparent.
  • Staff Duty: Staff who are willing to strive to keep the practice and motivated by duty against all obstacles are loyal and trustworthy. They don’t hesitate to answer phone calls, clean up the office, help patients through tasks not mentioned in the job description. A business owner is very fortunate to have such an employee who is motivated by duty rather than just personal conviction. Valuable people can be found if the manager takes time to implement careful screening during the interview process.

An often ignored aspect in handling staff is in terms of pay and other compensation. Employees must be paid well, and based on their experience pay must be hiked in the form of individual bonus system and also team bonus system. The productivity of the company is based on the employee’s performance, so better to meet their expectations for elevation in the company’s growth.

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DISCLAIMER : “Views expressed above are the author’s own.”

Advice to Budding Doctors

Advice to Budding DoctorsAdvice to Budding Doctors

Doctors graduate from medical and dental colleges all across the country every year. They are inspired by their seniors, who have been practicing for several years; they get the opportunity to connect to a large number of doctors and medical students over social media and face to face.

Taking care of people is fun, it is what a doctor has chosen to do for the rest of their lives. There is always some stress involved when a patient’s well being or a life is at stake, but it is the kind of stress that gives strength and energises doctors. What actually eats away one’s strength over time and makes one tired and burnt out is the nonsense about making a living in the initial days of one’s practice. Having other sources of income and not being totally dependent on one’s clinical work to make a living can make one’s medical career more fun.

First and foremost, do not be afraid to take care of yourselves. With all there is to learn and do, it is very easy to be consumed by one’s career. It is important to have something outside of medicine that one is passionate about. That could be one’s family, hobby, sports one plays, photography, writing, etc. Whatever it is, take time out for yourself, nurture it and take reward from the satisfaction it provides you.

There are times in your career when one would need to put the needs of your patient above your own. A doctor finds a deep feeling of meaning and satisfaction from doing that; it is a strong component of medical culture. However, it is not only okay, but essential that a doctor attends to his own needs and well being. Not everything in a doctor’s day is an emergency, which, most of the times, people try to make a doctor believe that it is. A doctor has to learn to say no when it seems appropriate. Saying no is difficult sometimes, particularly for doctors.

A doctor also needs to do all of the things that anyone else has to do to survive, including a proper diet, getting a good night’s sleep, exercise and enjoying a social life with family and friends and laughter. In fact, a doctor needs to do more than survive, he needs to thrive.

Those who are taking control of the health care system, the politicians, administrators and businessmen have no frame of reference to understand why a doctor does what he does. They simply laugh at doctors, thinking to themselves that they can get doctors to do anything, which they do. Perhaps the reluctance of doctors to take care of themselves is the main reason the health care system in the country is in this shape. While doctors have been tired, hungry and focused on our patients, the bureaucracy has slipped in and sidelined doctors in the medical profession.

One has to learn to communicate well, to appreciate the power of language. A thought crosses many times in the mind of a doctor throughout his career that what he does is the important thing, and talking about it with the patient being only an afterthought. This should not be the case, and an equal emphasis, if not more, should be given to the communication between a doctor and their patients.

A patient’s restoration to health takes place in the individual doctor-patient relationship;  a doctor’s ability to fully participate in that depends on his ability to lead a balanced lifestyle as part of a healthy and growing community.  The patients deserve this, and so do the doctors.

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DISCLAIMER : “Views expressed above are the author’s own.”

Being Dentist – Story of Dr. Arnold J. Malerman

Nov 26, 2018
Being Dentist - Story of Dr. Arnold J. Malerman

When I was 14 I would accompany my sister to Dr. Albert Weiser’s Orthodontic office for her Orthodontic treatment. Dr. Weiser was kind enough to let me watch as he treated my sister, and he would explain what he was doing and why. So at 14 I decided what a wonderful way to make a living, helping people smile. From that time forward I worked to become an Orthodontist. To put things into time perspective, I was on my way to Dr. Weiser’s office, to tell him that I had just received my letter of acceptance to Dental School, and to thank him for mentoring, when I heard on the car radio that President Kennedy had been assassinated.

I graduated from Temple University School of Dentistry, a member of OKU National Dental Honor Society, in 1968. I had been accepted early to Dental School, after only three years of College instead of the usual four, and considered myself to be very fortunate. I knew that most Orthodontic programs at that time required or recommended at least two years of clinical practice before being considered for any of the accredited post-graduate specialty programs. To manage that requirement I had joined the United States Air Force as a sophomore in Dental School, and upon graduation I went onto active duty. I am proud to be part of the 7% of all Americans who have worn our country’s uniform, practicing General Dentistry at F. E. Warren Air Force Base in Cheyenne, Wyoming from 1968-70. I was fortunate enough to be awarded the Air Force Commendation Medal while fulfilling my pre-specialty two year clinical practice requirement.


In 1970 I began my Orthodontic Residency at the University of Pennsylvania School of Dental Medicine, and I knew from day one that I had made the right career choice for me. I graduated in 1972, joined Penn’s faculty in 1973, where I am currently a Clinical Professor of Orthodontics.

When I graduated from Penn there was only one associateship available in the entire Philadelphia area. The Orthodontist practiced the Dewey Labial-Lingual Technique, a pre-World War II treatment system that was antiquated before I was born. I was fortunate to have James Ackerman as my program chairman, with Brainerd Swain, Irving Buchen, Jerome Sklaroff, and Harry Barrer as my primary mentors. I left Penn with a tool box full of knowledge, understanding, and treatment techniques that far surpassed the capabilities of the Dewey technique, so I respectfully declined to join that practice.

Instead I borrowed more money that I thought I could ever pay back in my lifetime in order to open my on practice in Dresher, Pennsylvania, a suburban community approximately 15 miles due north of Center City Philadelphia, and the next township over from where my wife and I had grown up. I hired an assistant, and we sat there for 6 weeks before the telephone rang for the first time. By the time that wonderful first patient came into the office the phone rang a second time, and I was able to schedule the two patients back-to-back, giving the illusion of being busier than I actually was. As a corollary to Murphy’s Law, that 1st patient would not be ready for treatment for two and a half more years, meaning that she was placed on no-charge observation.

Starting a specialty practice requires both patients and patience. My gross income my first six months practice was $1,400, which didn’t cover my assistant’s salary, let alone rent, utilities, supplies, etc. It took almost three years for my balance sheet to go from red to black, but it was well worth the struggles. To pay the bills I worked one day a week in Philadelphia at Jefferson Hospital’s Sausser Dental Clinic in the Orthodontic Department, which paid our mortgage and a tiny bit more.

As Dr. Weiser taught me, helping people smile has been a marvelous career path. I have had the opportunity to write, to teach at Penn, to travel and teach all over the world meeting wonderful people and at the same time imparting some of the knowledge that I learned from those who came before me. A few years ago I closed my Dresher office and moved in with two exceptionally talented Orthodontists, Drs. Calvin Lee and Samuel Meyrowitz, in the neighboring town of Glenside, where I continue in clinical practice at L&M Orthodontics.

To those of you trying to decide what you want to do after completing your Residency, I would strongly recommend deciding where you want to practice, where you want to open an office, and go for it. If you are able to find a paid staff position, or an associateship, until your practice begins to fill out, go for it. e bold. Don’t expect someone else to fund you forever, work for your own goals. Orthodontics is a wonderfully fulfilling profession, and I hope your life-experiences prove to be as satisfying as mine have been.

Arnold J. Malerman, DDS

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DISCLAIMER : “Views expressed above are the author’s own.”