Dental Office Manager Do's and Don'ts

Dental office managers can truly be a blessing. However, if given too much authority and too little supervision, dentists may be in for some unpleasant surprises. Personally, I believe that most employees have great intentions, yet that assumption paired with a lack of communication can be a recipe for practice mismanagement.


For the record, I am very “pro” office manager. Nearly two decades ago, I proudly served in that capacity in a busy general practice for two years.

Here are the top hits of what an office manager can, and in most cases should, do for you:

While you’re busy dazzling patients, diagnosing dentistry, and spinning the handpiece, it’s great to have someone to assist you in the management of your practice. This person can help manage attendance and record it, pay bills, help you track and manage the profitability of the practice, and ensure that things are running smoothly overall. Let’s face it: most dentists became dentists because they loved dentistry, not business.


In what areas should you proceed with caution?


First, unless you have a large practice (let’s say 20 or more employees), it is quite odd for the doctor to allow the office manager to handle performance issues with the other staff members. Not that the office manager cannot help guide other employees or follow up regarding substandard performance, but a doctor who works with a team member every dayshould have the courtesy or courage to talk to that person directly if they are unhappy with their performance.


Next, unless you are married to your office manager, they should not have the ability to sign your checks. Yes, I realize this may ruffle a few feathers, yet I don’t have enough fingers and toes to count the instances where dentists have been taken advantage of by doing this. Allowing your office manager to write the checks is another matter and very helpful. Signatures should be for the doctor only.


Be careful with the computer privileges within your dental software that are given to the office manager and other employees. The top level administration should be reserved for the owner only. Sadly, most dental software is installed completely unlocked, meaning all users have access to everything. Also, be sure to contact your dental software provider and give them a password or code that you will use when calling to make high-level changes. Make sure this password is unusual and not easily guessed by your team. Believe it or not, I’ve worked with practices where the office manager’s privileges were altered/reduced, and she phoned in to the dental software company and pretended to the doctor and was able to change it back, no questions asked.


Last but not least, the practice owners must have a list of all user ids and passwords as well as a contact list of major practice vendors and service people. We always want to think positive and look forward, yet you never know when an office manager could walk out… or worse, become ill and leave your practice in a tail-spin. Schedule monthly meetings with the office manager to review passwords and processes.


This list should get you started. Protect your practice. If you, the owner, don’t know how to work your dental or checking account software, take some classes. You need to be able to check in and see how things are being done. You’ll be glad you did.

Is Your Practice like a Pig in a Tutu?

How's business? It's still early in the 3rd quarter of 2010. Are you happy with your results? This is the time of year when kids go back to school and staff vacations slow down. It's also the time of year when many dentists take a look at their numbers to see where their practice is this year as compared to last year.

If you've found yourself a little behind in the game, don't get discouraged. Resist the temptation to immediately shell out a large chunk of change on a classy advertising campaign. External marketing might be the least of your worries and it could be like putting a "pig in a tutu" and expecting to turn it into a ballerina. Tutu's are cute and they get noticed, yet it's the talent within the tutu that gets the crowds to stick around for an encore.

Branding is important, but it won't revive a practice in need of systems improvements as well as excellent customer service. Just like building a house doesn't begin with picking out bricks and the type of landscaping, the best place to start building a successful practice is with the day- to-day operations of the practice.

What do your patients say about you? Ask them. Sure you can use anonymous surveys if you wish, but also begin to ask them when they are completing their visit in your office. A quick, "How was everything today?" or "Do you have any questions about today's treatment?" can go a long way.

Do you pay attention to the patients "in the charts?" Whether you have paper or electronic patient charts, those patients are still a priority. They are second only to the patients in the chair in your office today.

Here are a few "internal" customer service strategies that will have your patients singing your praises to their friends and family members.

Consistently make post-op calls. Either in the evening or day after the appointment, call patients who received local anesthesia for a procedure and see how they're doing. They'll be amazed and happy to hear from you.

Follow up a week or two later. Any patients having something seated (crowns, veneers, onlays, dentures, etc.) should receive a call a week or two after the seating of the fixed or removable appliance to see how they're doing. The patients will be surprised that you remember and in most cases will be happy with the care they received. For those that aren't happy, early intervention is the best solution. Get those patients back in as soon as possible to work on making them feel better.

Ask for referrals and always carry business cards. Every day each team member should ask at least two patients for referrals. Simply thank the patient for choosing your office and let them know you'd be happy to see their friends and family in the practice as well.

If you think there might be opportunities for improvement in your practice, let us hear from you. We're happy to help.