Congrats. You’ve finished school and graduation was a blast. However after you’ve taken off the cap and gown, you have dentistry degree certificate and a lot of decisions to make. Life happens fast and you don’t have a lot of time before you have to begin your career.
You’re at the proverbial fork in the road. And you really have two options: corporate dentistry (Managed Service Organizations or Dental Support Organizations) or starting your own practice.
Corporate dentistry is definitely an easier road and a lot of grads are tempted by the allure of a steady, predictable income. I come from a different world. I know how great it is to have your own practice, set your own rules, define your own standards for performance, and even set your own hours of operation.
I’m not here to judge. What works for one dentist won’t work for another. Corporate dentistry isn’t going anywhere and both private practice and corporate work each have pros and cons to consider.
One of the objections I’ve heard when speaking to new dentists who are considering opening their own practice is, what they see, as a lack of experience in clinical skills and complete absence of any practical business knowledge.
To these dentist corporate dentistry looks pretty good: more skill experiences, a built-in primer on running a business and the piece of mind that comes with knowing everything else is the corporation’s problem.
But here’s the thing. I’ve talked to many practicing dentists who have taken this path only to find out that the above scenario isn’t necessarily true.
Experienced dentists today say 50 or 60 percent of the stress in their practice, is not related to their clinical focus but rather, caused by staff and patients.
These are stresses that will happen whether you’re the captain of your boat or a hired hand on someone else’s.
For me, being independent and in control of both the clinical and business aspects is very important. Not only do you control every factor in your professional life, it also pushes you to get the training on the clinical skills you need and upgrade your management skills.
It really comes down to the kind of person you are. Do you just want to do A, B and C? Then explore a corporate dentistry opportunity.
Just don’t do it because you’re lacking clinical skills and business savvy. You can learn those while developing your own practice. And this is something I help new dentists do through my private coaching programs.
So ask yourself: what kind of a person am I? Are you happy being the employee, or would you rather develop the skills to create something special? The answer to that will ensure you make the right decision: your right decision.
https://ascentdentalsolutions.com/wp-content/uploads/2017/05/pm-0216-med-img_0650-309.jpg21113163Kevin Coughlinhttps://ascentdentalsolutions.com/wp-content/uploads/2016/08/Ascent-Dental-Solutions.pngKevin Coughlin2017-07-20 04:22:042017-07-20 04:22:04New Dentists: independent or corporate practice a personal choice
Hello and welcome to Ascent Dental Radio. A program dedicated to the balance between the clinical aspect of health care and the business of health care. And now here is your host, Dr. Kevin Coughlin.
Kevin:Welcome to Ascent Dental Solution Radio. This is Dr. Kevin Coughlin, owner of Ascent Dental Solutions. I want to give a thank you to Stand Out and Be Heard, Mr. Doug Foresta, who has produced this podcast for me for the last year or so. Without his expertise, this couldn’t be done.
Although most of our listeners are dentists and physicians, I know we have all kinds of different business owners listening to Ascent Dental Radio. In this particular case, in full disclosure, I do have a working relationship with Loft Light Media. I contacted several different venues to improve my mobile device and the message that that mobile device provides along with my website.
And over and over again, I came up with the same name and that was contact Andy Olsen of Loft Light Media. Basically, Andy, I can’t tell you, thank you so much for taking time to be on this podcast. Give us a little history about your business and how it came about.
Andy:Absolutely. Thanks so much for having me, Dr. Coughlin. It’s something I’ve been looking forward to doing with you. We started our business not necessarily planning to specialize in dental businesses, but that’s sort of how it worked out. I put together a video for an oral surgeon in southern New Hampshire and then kind of through him meeting some companies that were working on developing new smart phone apps. They sort of saw that video and asked if I wanted to do more like that. So actually at this point, about 90 percent of videos we produce are in the dental field, which we love. We’ve really had a good time learning about that and finding out how we can best help people who are in that particular field.
Kevin:Andy, how long has Loft Light Media been in business?
Andy:About four years now.
Kevin:And you’re primarily located in the New Hampshire area, but I believe you’re available to travel pretty much wherever is needed, is that correct?
Andy:Yeah, that’s right. We’re based in southern New Hampshire, but a majority of our clients range from New York, New Jersey, we have one we’re doing in Florida next week. So yeah, we travel depending on what the need is.
Kevin:I don’t know if our audience is aware, but Google has almost 13 billion searches every month and the vast majority, almost 80 percent of these searches today are done on mobile devices. And what Andy and his company, Loft Light Media, educated and showed me is how more and more people use their mobile device to do a search. And when you do a search, perhaps the best thing is to try to connect with our audience or patients in our case and the best way to connect is through a story. Andy, can you tell us how these videos help accomplish that goal?
Andy:Yeah, absolutely. That is exactly the main point of them, is most of your clients at this point, I would say, and every year the number grows, but I think last year to this year it’s about five times as many people are search on their smart phone or their mobile device. And as everyone who’s tried to do this can say from experience, when you have the patient zoom in on text, that’s a tedious process and most of your customers or your patients just won’t do that. They’ll just move on and they’ll skip back and miss a lot of the message that you really want to get across to them.
The advantage is they not only solve that problem instantly, that they can click a video and it’s interactive, it’s engaging, it’s beautiful. What we do are stories. Within 60 seconds we sort of give them a glimpse into who you are, what it is that drives your practice. You get to not only just tell them about it, but you get to show them as well. There’s a lot of power in that.
Kevin:It almost reminds me years ago when MTV came on to the scene and we were watching these videos and the entire world was taken by this. When I’ve seen the mobile devices in websites with videography in music, it’s quite moving. I can tell you it grabs my attention and it takes a lot to grab my attention. Do you have an artistic background, your education? How did you learn this? Where did this knowledge come from?
Andy:Absolutely. I appreciate that jumps out to you. When we put together a video, we really don’t have a cookie-cutter formula, we really try to customize it, not only the message, but the personality of each of our clients that we’re working for. I am a musician. I grew up very interested in music. Almost decided to go that direction professionally instead of video.
But I think video really, I’m love with the art of helping to communicate a story in a short amount of time that really leaves a lasting impact on somebody. And I think that a lot of businesses have a great story to tell, they just haven’t found a partner yet who can help them tell that. We love to do that for people.
Because I do have a background in music, we’re very picky with our music. We try not to use anything that sounds like it’s canned or just to be mass distributed, but we try to really actually license music by real artists and that makes a big difference. It really communicates the emotion, the feel of your practice, which, I think people can notice that difference.
Kevin:If you’re comfortable, Andy, let’s get into some of nitty-gritty. When you do a typical 30-second, 60-second or 2-minute videography, about how long do you need to film to get that story so that you’re comfortable and your clients are comfortable?
Andy:There’s a few variables. Sometimes the doctor could choose to actually speak in their video. So we’ll conduct a short interview with the doctor, try to get some candid responses about what it is they love about their work, what’s their philosophy of treating their patients, maybe what technology that they’re excited about and how that’s solving problems for their patients.
So we’ll have discussions like that and then we’ll intermix that with a professional voice actor that will then translate the rest of the message, kind of fill in the gaps, maybe where they’re located and a call to action or something. All of that put together really only ends up being 60 to 90 seconds, but when we’re there filming, the process takes about I would say safely four hours.
During that time, like I said, we customize it to each client, but I would say the majority of the time they’re actually treating real patients. So it’s a normal day, the front desk is running, the hygienists are treating patients, the doctors are treating patients. You get that real interaction. The doctors don’t have to worry about trying to be professional actors, too. They actually just go through their day. And I use a very small camera that’s not intrusive and I just capture things as they happen and we put it together later and edit it to be a video that really tells their story.
Kevin:And the great thing for health care professionals is the patients are still being serviced, the business is still up and operational. As small business owners, to take a half a day or a day off for filming can be quite expensive and disruptive to the normal flow. So the fact that you can do this while the doctors are still performing their day to day duties is, to me, just a huge, huge plus.
Another technical question; in your experience, these videographies, should they be updated semi-annually, quarterly, yearly? What’s your recommendation and suggestion for our listeners?
Andy:Normally, what we do is we begin with the story of the practice. That’s normally a 60 to 90 second video telling about who you are. That video, I would say usually has a lifetime of at least a couple of years. Within that time, maybe you’ve made some updates to your office, maybe you’ve added things, maybe personnel have changed. Usually, those are the reasons why we go back and say let’s update it, let’s add some new material and just make small revisions to what you had before.
But often, what will happen is we’ll actually add new material. So we’ll add patients’ testimonials. We’ll actually get some of the patients that have had an incredible experience at your office to come in and take 20 minutes of their time to tell their story. I’ll sit with them and we’ll have a conversation and we’ll edit that together.
And that becomes sort of like a living review for you that’s constantly promoting your practice. And that really gives what’s called social proof. So it’s not you talking about you, but it’s someone that the public can relate to just telling the truth about their experience. And that’s a really powerful addition.
So we do things like that and then we add other components. We sometimes highlight certain clinical procedures or for an orthodontic office, sometimes we do just fun things. We did like a mannequin challenge where they were able to put that on their social media and it just generated some fun or interactions with their patients.
Kevin:For our listeners who have different areas of expertise and knowledge in this particular area, the video that you film, can you use it both on the mobile device and on the website or is there something that you’d recommend different, one specific type of video for a mobile device and something specific for the website?
Andy:That’s a great question. I think there’s no difference at all. You can use the same video content on your mobile device as you would on a computer. The beauty is, you’ll own the video. We create a video, we turn it over to you and we actually recommend put it on your social media. Load it onto YouTube because that helps people find you.
The more video links you have tracing back to your practice’s website or your practice’s social media, that helps you rank higher in what’s called SEO, which is just what happens when someone Google searches a dentist or a specialist in your area.
Kevin:So no matter how great the content is, if they’re not searching and finding you, it could be less beneficial and those assets may not be used as well as possible, correct?
Andy:Absolutely. I do recommend, depending on who you’re working with to do your marketing, some practices do that in-house and some will bring in professional help to do that, but you do want to consider how are you going to release your video.
Because you can have a great video, but you don’t want it to just be silently released. You want to very strategically link it back in the right ways to give you the best response. And we certainly have partners that we highly recommend in that regard. But as long it’s done professionally, then you’ll get the best result possible.
Kevin:Andy, this next question I don’t mean to put you on the spot, but I know I find it awkward sometimes people always saying how much does this cost, how much does that cost, how long does this take. And there are so many variables, but ultimately if you could give our listeners, what can they expect as an investment to get what you would consider an acceptable story, an education about the practice that people watching will start to be engaged and understand that this is the type of practice I want to go to? This message, on average, what would you think it would cost the health care provider to have your expertise to create this story and this image?
Andy:As you mentioned, sometimes there are variables, but we have developed packages that we feel like have served clients pretty well and those include different levels of content. So to just create a basic video that is telling the story of your company, that first building block that we recommend, usually that starts at about $2,500 plus travel. We try to keep it in this mid range.
We’re certainly not a college graduate running it out of their basement, but we’re coming in well below what most ad agencies will start at. And we do that because we know what it’s like to be a small business and we want to empower them to get their story out there.
So we start there and then we have packages ranging from there to about $9,000. But that package will include several videos. You’ll be doing testimonials, you’ll be on an office tour, you’ll be doing all these components that it helps serve your patients well, even post operative instructions.
Basically, it can convert your whole website into a video hub. But there’s all tiers in between so that people can start at a place where they’re comfortable.
Kevin:Let me tell you, I have been practicing dentistry for almost 35 years and the one thing that I learned is always surround yourself with people who have excellent talent, excellent integrity and deliver on their promises. I’m flattered that you took the time today to talk to us, but I’m more impressed with the fact that you can educate, not just the dental community, not just the physician community and health care in general, but any business that’s interested in really connecting.
And as you have mentioned so clearly, basically, people don’t always remember the nuts and bolts. They remember the story, the connection, the emotion that was created. And viewing your work, I can tell you that every one that I personally viewed, I felt a compelling connection.
If the listeners out here want to contact you, if they want to get in touch with you, they want your expertise and service, what’s the best way for them to reach out to Loft Light Media?
Andy:They can reach me through www.loftlightmedia.com. There’s a contact page on there and that goes directly to my personal email. You can also send me an email which is andy@loftlightmedia.com. I list my personal cell phone on all my emails and right there on the website which is 603-305-8133. I love what I do and I love helping practices connect with their clients in a more meaningful way. And I’m honored to be a part of this. Thanks so much, Dr. Coughlin.
Kevin:For those listening to my podcast now for the last year, I only have people on what I call BLT: I believe them, I like them and I trust them and you and your company certainly fall into that category. Andy, I can’t thank you enough and I hope the individuals listening today have enjoyed today’s podcast.
You’re listening to Ascent Radio. My name is Dr. Kevin Coughlin and again, special thanks to Stand Out and Be Heard, Mr. Doug Foresta, who has produced well over 40 of these podcasts for me over the last year and without his expertise, none of this would be possible.
Thank you for listening and I look forward to talking to you next week. My name is Dr. Kevin Coughlin and again, you’ve been listening to Ascent Dental Radio and our special guest today is owner and CEO of Loft Light Media, Mr. Andy Olsen. Thank you all very much and have a great evening.
https://ascentdentalsolutions.com/wp-content/uploads/2017/06/podcast.png300800Kevin Coughlinhttps://ascentdentalsolutions.com/wp-content/uploads/2016/08/Ascent-Dental-Solutions.pngKevin Coughlin2017-07-14 15:07:592023-01-26 16:18:21E26:Podcast: Andrew Olsen: How video can help dentists grow their practice
Hello and welcome to Ascent Dental Radio. A program dedicated to the balance between the clinical aspect of health care and the business of health care. And now here is your host, Dr. Kevin Coughlin.
Kevin:Welcome. You’re listening to Ascent Dental Radio. My name is Dr. Kevin Coughlin and I’d like to just give a notice of thanks to Mr. Doug Foresta. His company, Stand Out and Be Heard, has been producing and managing this podcast now for several months. I’m proud today to introduce to you Mrs. Jennifer de St. George. I’ve had the pleasure of chatting with Jennifer over the last several months, and in particular, a variety of subjects.
But mostly, the independence and the options that dentists now have. Perhaps one of the most significant changes is the advent of corporate dentistry, or what more properly would be referred to as managed service organizations and dental service organizations.
Anyone who has followed practice management, anyone who has been involved in the field of dentistry will be familiar with Jennifer de St. George’s background and accolades. She is one of the leading practice management speakers. And she is an authority in building teams and providing perhaps most importantly, education, team work and the development of a dental practice to suit the current goals and necessities that are available to today’s dental force.
Without any further ado, I’d like to introduce Jenny de St. George. And as always, these podcast are brought to provide the dental profession with the best in these areas and other areas. And I can’t thank you enough, Jenny, for taking the time to speak to me today about what’s new and what’s going on in the dental profession and how perhaps, between the both of us, we can shade some information to a variety of different topics. Jenny, thank you so much for joining me today.
Jenny:Kevin, it is absolutely my pleasure. I am going to, I’m afraid, date myself a little bit. When I first into dentistry almost four decades ago with my then current husband after he graduated from dental school, we opened our independent practice. And along with about 97 percent of graduating dentists at that time, which would be in the late 60s, about 97 percent of dentists graduating went into solo practice.
They took some money from the bank, in our case it was a whole whooping $25,000, to start four treatment rooms in 770 square feet. About three percent went to the military, postgraduate and once in a while, went into an associateship. So really the decisions that Edmond was making and the dentists at that time was not even a decision they had to make. It was a given.
When we went to crack a bank to get our loan to equip and open and finish the practice because the building was not completely finished, we had to do the last construction, the bank manager as he gave us $25,000 — and by the way, the only collateral we had, two wedding rings, a used VW that Edmond bought going through dental school and a DDS degree. And the bank manager looked at us and said, “We’ve never had a bankrupt dentist yet in the state of California, you will do nothing but succeed.”
Fast forward to today, 2017, and historically I think that has changed to maybe — and I’m going to exaggerate a little bit — perhaps 97 percent of graduating dentists are now looking for some sort of relationship where they don’t have to go out and start what we would call in England a scratch practice. And maybe three percent take that huge leap of faith, put their name on the door, open the door as we did, and just pray that somebody walks through the door.
I know it’s beginning to turn. I was at a meeting recently in San Francisco and I ran into a vendor from Wells Fargo who’s worked in dentistry for actually as long as I’ve been. He remembered me, I didn’t remember him. And we sat and chatted and he said that the market — and I can obviously only talk for California — he said is changing and he’s beginning to see more and more doctors graduating beginning to consider the potential of setting up an independent practice.
Either way, I think that Kevin your goal and my goal is to help in any way we can, the professional make an educated decision. So if they decide to join an organization or they make that commitment to go solo, they do it with, to the best of their ability, all the facts that they can get and not just make a blind emotional decision which I fear that many of them do.
Kevin:I can’t agree with you more, Jenny. I do teach at Tufts School of Dental Medicine in Boston, Massachusetts and the focus of my course is part of a practice management curriculum. Which now is mandated basically through almost all 60 dental schools in the United States to provide a business background and try to improve the business acumen of these young graduates so that they’ve been given the tools to make informed decisions about what works for their particular wants and needs.
So one of the reasons I was interested in bringing Jenny on to our podcast is dentists look for experts. They are looking for information and knowledge. Because unfortunately, most of us have a very strong science background, but we have a very weak background in business. And today, we’re surrounded by significant debt, significant challenges and it’s up to us to provide tools and information to guide these graduates or any particular part of your career whether you’re in mid career or in the twilight of your career, to make informed decisions.
Jenny, in your professional background, what would you consider would be the greatest opportunities, potentially the greatest threats to the profession as you see it? And you’ve traveled all over the world speaking and I believe you’ve been to five continents. What is your feedback from the people who are participating in your programs, reading your books, listening to your CDs? What do you see as their biggest opportunities and threats?
Jenny:I think it’s very important for your listeners to know I do not come from a clinical background. I came into dentistry through marrying Edmond, so I feel like I went through dental school. I feel I graduated as a dentist, but I did not.
When Edmond graduated out of the last year of what was known as P&S in San Francisco, College of Physicians and Surgeons, that was the last year before they moved the school and it became the University of the Pacific. Edmond and his class and the classes before him used to tell me that there was virtually nothing that would walk into their practice on the first day that they did not have the confidence to know how to handle.
Edmond told me he chose to be a GP because he liked the stimulation and the challenge of never knowing what kind of patient was walking through the door. He just didn’t want to go into a specialty practice where he was limited to a specific amount of procedures. So his confidence was so high that he could barely wait for the next patient to come through as an emergency.
Today, and this is just third party feedback, I am wondering if today’s graduating dentists have the same confidence and they have the same skills. I’m going into my memory bank, I think Edmond, I want to say, he made 35 dentures off the top of my head. I do know that when he delivered a new set of dentures, that the patient could not get it out. The fit was so good. He had so much confidence.
And so the most important it would seem to me to say as a non-clinician is to do whatever you need to do to get your clinical expertise to the level that you are confident and comfortable with yourself.
And I think as a number one, therefore, if you have that confidence, the second decision is where to take that confidence and expertise becomes a little easier. I sometimes wonder if the youngest dentists graduating lean towards going into a management service organization because they perceive that perhaps they still need to get more experience or more expertise.
Which in a way, he’s almost made the decisions for him or her. I don’t know how you feel about that comment because you and I have not discussed it and I appreciate I am a non-dentist making it, but it would seem to me that expertise is what the profession is all about.
Kevin:I can tell you that from my perspective, a number of factors are taking place today. One, many of the young graduates are limited in their exposure and in their clinical skills today, much different than it was 30 and 40 years ago and that’s because of the rise of specialization.
Today, that graduating student, that third or fourth year student is many times taking patients and these patients that require specific clinical care are referred to the post-grad departments, whether that’s endodontics, periodontics, pediatrics, oral and maxillofacial surgery, public health. The list goes on and on and the nine specific areas of specialization.
So unfortunately, and this is a generalization in my part based on 34 years of clinical experience, not only my own business but teaching, that many times these young men and women — and I shouldn’t use the term young, but recent graduates — may be lacking the experience that your husband had three and four decades ago.
I don’t see that changing and my feedback from my students are, “Dr. Coughlin, I just need a couple more years of working anywhere I can to get my skills and confidence levels up,” where your husband’s confidence levels are because of perhaps additional clinical training.
I always tell the students, and perhaps you can comment on this, I always say you would never marry someone just to be married. And I don’t think you should take a job just to take a job. I think you should take a job that you’re passionate about and a location with a support team that you’re enthusiastic about. And it’s up to you to get that additional training.
Because from a purely financial standpoint, since the bulk of our profession is still general dentist, I cannot emphasize what you mentioned earlier in this podcast, you have to get training in the nine areas of specialization.
And although you may not be a complete expert in all areas, with adequate training and mentoring, you should be able to do 80 or 90 percent of the treatment that walk through your doors to improve your bottom line, keep yourself technically and didactically stimulated, and also offer more services for your patients than just simply a radiograph and a referral path. What would be your comments on that, Jen?
Jenny:Number one, I could not agree more because if the graduating dentist does not follow your advice, they will end up by rather being like a traffic cop at an intersection. A patient comes into the GP practice and like the interns doing medical, they pass them on to somebody else. They’re just like the gatekeeper and I wouldn’t have thought most dentists would go to school to become a gatekeeper.
Kevin:I couldn’t agree more. One of the things, Jen, that I’ve actually seen and are part of my presentation, is it’s almost like a dating game. I have them fill out a series of 20 questions and those questions are basically personality questions that determine do you have the entrepreneurialship, do you have the drive and the desire to be a solo practitioner, to be in a group practice or to be guided towards corporate dentistry.
And it’s interesting over the last ten years, typically the groups that I’m speaking to are between 50 and 100 students. And more and more, each year, I see them gravitating towards corporate entities, sometimes because what we touched on is lack of clinical and business skills, but more and more, I see two incomes.
Many times one professional is marrying another professional and they say, “Dr. Coughlin, I’m looking for a different life balance. I’m interested in pursuing other aspirations and goals and I don’t know if I want the trials, the tribulations and the potential stresses of being a small business owner.”
And as I’ve said to you in private, I think our job as educators is not to necessarily put our views on people, but to explain to them the risks, the strengths, the opportunities, the threats and the decision-making process so that they don’t make a mistake.
Because personally, being independent, being in control of your clinical and business, to me is hugely important. But sometimes for other people, they’d rather have other people make those decisions and just focus on the clinical aspect. What would be your thoughts on that?
Jenny:Many years ago, I was interviewed and in fact, interviewed him, a psychologist on entrepreneurship and small businesses. He had worked in the dental field for quite some time and he told me that dentists’ group was the most individualistic of any of the professions. And in his opinion, there were dentists who were brilliant, they could have been heart surgeons or flown to the moon, whatever, but they choose to go into their own practice because they wanted to be in charge. But it takes a personality.
I think that what dentists today who have been practicing for many years, is they realize that 50 or 60 percent of the stress in their practice, maybe more, was not caused by their clinical area, it’s caused by staff and patients.
I joke when I speak from the stage, the ideal dentist if they could wave their magic wand, would let the patient drop off their teeth in the morning, pick up their teeth at the end of the day. The dentist at the dentistry never has to see the patient because it’s the patients and the money and the insurance and the staff that cause the stress, not the dentistry.
So I think that some of the dentists think that by going into a corporation that this stress, as I described it, will disappear, but that is absolutely not true.
And if there’s one practical suggestion I could share with you, Kevin, that I have said from the stage for years, when you are going to interview, whether it’s a DSO, an MSO, to be an associate in a private practice, whatever it is, call up and be a mystery shopper.
Call up and pretend to be a patient and make an appointment for an emergency. Get to the reception room two hours before the interview with the senior doctor or the manager of the group. Watch the staff, watch how they behave to each other, watch how they handle patients.
And if this is a mismanaged rude office where you will do nothing but learn how not to do it, I suggest you make your appointment five minutes and leave. You only want to go where you will be surrounded by the quality in management and communication.
Kevin:Jennifer, how do you feel, what’s the best way for the listeners of this podcast to improve that situation? What are some of the areas if a dentist listening to this podcast says, “You know what, I think I’m doing a good job, but really if I was to be critical of my team, myself, my office, I need improvement,” what would be the best way for them? How do they reach out to get better?
Jenny:The sad thing is we shouldn’t have to ask this question. The sad thing, Kevin, is that in dental schools, patient management, patient-doctor communication and human resources, how to hire and fire and manage, should be part of every program.
In England, a few years ago, they actually took the four-year dental program and made into five years so they could add all this stuff that was not being included in the four-year program.
When I talk to deans of dental schools as I have over the years and I got on my little soapbox about the kind of thing you and I are talking about, the deans tell me that the students are not ready for this kind of information. Yet when you go and talk to the students, they are more than ready and they want it. The deans will say there’s no time in the schedule, the students say you come in at 5:00 in the morning, we will come in.
At the moment, to answer your question, I don’t think there is a structured approach. It’s going to people like me going on to webinars, going to the conventions, but it’s not a systematical approach. I am hoping to get it finished this year, 2017, I would like to start a JdSG Learning Center online where I put up a very basic but the whole program. Because in my opinion, when you learn staff management or you learn how to communicate with patients or how to ask for money, you must always do it in the context of the whole program.
But dentists graduate from dental school and they maybe go to a convention and in theory they could have three speakers who actually say three opposing views on the very same subject. So it can be confusing. It should be part of the school curriculum and it’s not.
Kevin:I couldn’t have said it better myself. Hopefully, with experts in communication, in teaching, in education like yourself, we’ll see an improvement. And if I could give you a little prod, a little push, I will tell you get that program out running because our profession needs it. The better our business is, the better our communication skills are, the higher level of care and service we’ll perform. And I think understanding the independence and the luxury of being independent — I tell the students be careful what you wish for.
Nothing in this world is for nothing. And when someone tells you they’re going to take away all your stress and all your problems, sometimes you’re left with more stress and more problems.
Our goal out there in the practice management field, in the educational field is to provide data and information so that students, the seasoned practitioner, that practitioner getting ready to transition perhaps into a new area of their life, they need these tools and they need this information to make the most informed decision.
I want to thank Jennifer de St. George so much for her expertise, her knowledge and her time. She’s been doing this for over two decades, actually over three decades, and it has been an actual honor and a privilege to have you on this podcast.
You’ve been listening to Dr. Kevin Coughlin, Ascent Radio, that’s Ascent Dental Radio. And again, my thanks to Mr. Doug Foresta for producing this podcast and it’s Stand Out and Be Heard. Doug, thank you so much for your expertise and I look forward to our next podcast. Thank you listeners very much.
https://ascentdentalsolutions.com/wp-content/uploads/2017/06/podcast.png300800Kevin Coughlinhttps://ascentdentalsolutions.com/wp-content/uploads/2016/08/Ascent-Dental-Solutions.pngKevin Coughlin2017-07-12 08:27:162023-01-26 16:12:36E25: Podcast: Jennifer de St. George on business options for dentists
Hello and welcome to Ascent Dental Radio. A program dedicated to the balance between the clinical aspect of health care and the business of health care. And now here is your host, Dr. Kevin Coughlin.
Kevin:Good afternoon. You’re listening to Ascent Dental Solutions Radio. This podcast is brought to you by Mr. Doug Foresta. His company is Stand Out and Be Heard and without his expertise in podcasting and production, I would not be able to bring this podcast to you. The podcasts are made for business in general, but dentistry specifically. In this particular podcast, we’re fortunate and lucky to have Mr. Bob Tremblay, who’s been associated with the dental profession for over 35 years.
So often, we as dentists sometimes underestimate the knowledge and information that’s right at our finger tips. Mr. Tremblay has been involved as a growth specialist for Patterson Dental Supply, as I said, for over 35 years. He serves well over 100 dental offices and in my opinion, he’s an expert in the field of dentistry.
His expertise can make your practice grow, make your life better, and most importantly, provide the assets and information to provide the highest level of care and satisfaction to our patient base.
Bob has been featured in full-page articles of Proof, the industries trade magazine. He’s received numerous corporate and national awards for sales and sales training and has consistently been the growth driver of awards and has been in the top ten percent of his specialty with over 1,000 different colleagues for the last 15 years. I consider Mr. Tremblay an expert in the field of dental supplies, dental growth and the general business of dentistry and we’re fortunate to have him take time from his busy schedule to speak to us on a variety of topics that I believe can help your practice and provide some knowledge and insight that sometimes we often forget.
Mr. Tremblay, thank you so much for joining us. I can’t tell you what a privilege it is to speak to you this afternoon. Bob, what can you tell us about the dental profession today as you see it? Since you see hundreds of dental offices, what do you see as some of the trends in dentistry today?
Bob:I think dentistry today is probably the dentistry we’ve seen in quite some time. I think that dentistry is changing very, very rapidly with different procedures and easability of doing the procedures in the dental industry.
Kevin:Bob, sometimes what I found is that the materials, the techniques, change so rapidly. And as a practicing dentist for 35 years, sometimes I get set in my ways, I don’t want to change. I think what I’m doing and what I’m using is the best technique and best procedure.
But with your expertise, you’re able to come into an office, evaluate the supplies, the materials and techniques and you can really add insight to the dental profession because not only do you know these materials and their advantages and potential disadvantages, but you’re seeing them used in hundreds of practices. How do you go about the training and the education of a dental office? What does Patterson have to offer that sets your company apart from the other supply companies?
Bob:First of all, thank you. There is over 84,000 items in the dental industry of what doctors used. And like you say, you’ve used them for years and you become comfortable with what’s going on and what that product does for you. But the evolution of the changing products and what they can do and the strength of certain products, that changes quite frequently. I pride myself in learning and taking numerous classes all the time on the certain products.
But there’s a lot of products that have a lot of similarities and there’s a lot of dentists that enjoy that manufacturer of products or what it does and how it handles. Each office is different of products and I will always provide information on certain products and give them the tools and give them my understanding of what that product does and how it would work in their hands and what the final result is.
But the items out there, each doctor is different and each doctor looks at things different and handles things different.
So I certainly give them the tools to utilize, but it really depends on what they want to use at the end of the day and there are a lot of products out there that can accomplish the same thing. Because it’s comfortable in their hands and they’re using it, I won’t have them changing it unless I know that there’s another product out there that is just far better than what they’re using.
Kevin:Bob, sometimes when I open my closet, I believe I actually have all 84,000 items. I know that’s an exaggeration, but many times I find dentists fall into different categories. There are those dentists who don’t want to try anything, and then there’s that group of dentists who are willing to try almost anything.
And what I found a great asset of Patterson Dental is many times they’ll bring into the office a lunch and learn and allow the dentist and the team members to try different materials, work with those materials before we actually make the investment and time and finances to implement that into their practice. That’s something that I think is not only unique, but very special about Patterson. And what I found working with an excellent sales representative such as yourself, you allow those lunch and learns. Is that correct?
Bob:That is correct and that’s a great topic and something to talk about. That’s one of the things that separates us from the Catalogs and the Uniques out there. There are so many lectures that doctors go to that they tell you that this is a better product and why. So the doctor would go on the internet and try it out and they’ll have a very expensive kit on their hands that they don’t like the handling of it or something like that.
One of the things that gives us the advantage or the value of coming into your office is we have these lunch and learns. Even though the lectures will say that this best, it may not be, like I spoke earlier, it may not be their type of product that they like to use.
So what does that do? That does what many offices that sits in the storage shelf and it’s never used and it becomes outdated. But it’s very important to have the value of somebody like myself to come in to explain the product, for them to utilize the product and try it out even in hand.
And we certainly — I know I do and Patterson stands by this — we give you 100 percent guarantee. So if you use it and it’s not what you want or it’s not what you thought it would be, we certainly take it back and give you a full credit if it’s in a kit’s form. Because it’s something that we can’t guarantee that you like and it’s important that you utilize what you have.
Kevin:If I could just make an inside comment, my personal opinion is sometimes we as dentists we’ll only give something a try once or twice and then that’s it, we’ve given up on it. And like most things in this world, sometimes it takes a little additional training, some patience, to make sure that these products are used properly, not only by us, but the dental team that supports it.
If you were to comment on the restorative part of dentistry, which is still a large portion in dental health care. I noticed a phenomenal company like VOCO has the ceramic composite restorations. How are those products being represented and is the dental community and the patient base receptive to them and are you getting good to excellent feedback on the products such as those?
Bob:Yes, and VOCO does have a new ceramic-based resin composite and it seems to be really taking off quite well. There’s a lot of manufacturers out there, that name brand product: the 3Ms, the Dental Supply Cox of the world, that have that name or that brand, if you will, so doctors will utilize theirs before. VOCO is from Germany and they’ve really stepped up and have really come up with some great products. They’ve really come a long way with their resins and their ceramic resins and other products along the way.
But there’s many, many manufacturers; Ivoclar has some great ceramic products as well, but it really depends on how the doctors like it to feel. As Gordon Christensen says, there’s three things you really look at when you do; how it handles and what the end result is and obviously, the cost. We want to look at those three things. And if those three things work in a dental office, it’s worth utilizing.
Kevin:Bob, if you were to comment on the actual instrumentation. I know through personal experience Patterson has an excellent association with Hu-Friedy and the cassettes and the instrumentation that goes along with that. I’ve just been blown away by the incredible hands-on service to prepare these kits. These kits can sometimes have 20, 30 instruments in it and the organization and the implementation which is just phenomenal. That association with Hu-Friedy, how long has that been going on for?
Bob:That’s really a great statement there. Hu-Friedy is one of the finest instrument manufacturers in all of dentistry. You look at their dollars and so many people are so short-sighted looking at instruments because it’s very price difference from one instrument manufacturer to another. And it’s definitely a quality product and you can have instruments that are a very weak metal versus a strong metal. Plus the Hu-Friedy company really prides themselves in an organization of IMS cassettes. It’s not just instruments being put into a cassette, it’s a very well-built cassette, very organize-driven to make your job more efficient and better organized.
And that’s what helps the dental offices get better and grow, is the organization of their protocol and procedures and what they do. And Hu-Friedy certainly adds to that with their IMS cassettes. Their instruments are far better than any other instrument I know and I’ve dealt with. They’re constantly designing new instruments for different procedures. They never stop. They’ve really taken the time and every single…
Kevin:I can tell you when I had an instrument fractured, and in almost all cases, it’s because I was using that instrument improperly, I took it beyond what it should have been done, I’ve never had an issue with Hu-Friedy replacing that instrument free of charge.
But for those listening who may be just beginning their career or thinking about improving their overall practice, the ability to organize your cassettes for orthodontics, endodontics, periodontics, restorative, whether that be amalgams or composites, the whole gamut of the cassette organization and the instruments in those cassettes I cannot emphasize how incredibly effective and efficient it can be when you allow a company like Patterson and Hu-Friedy to set this up for your office. And again, that over the top service and care will pay you back in dividends.
I’d like to change topics and brag a little bit that I had the fortunate time to go to a Sirona meeting in the Connecticut area recently. I know the relationship with Patterson and Sirona is quite strong and I was just amazed at the new technology. And for someone who, I believe, keeps up-to-date and usually has the latest and greatest, what can you tell me about their 3D imaging that really stands out with Sirona?
Bob:I just want to say, Kevin, you’re absolutely right. Sirona is, yet again, another German company that Patterson is really connected to and has really worked well with. They have not only CAD/CAM, but their latest CT scan that really helps them and dentistry and actually has changed dentistry from where it was even two or three years ago where it is today.
Dentistry is changing and the technology that is out there. Sirona provides some huge high-end technology from CAD/CAM to CT scans to take better care of the patients, easier, faster, less trauma. With their 3D scans, it allows you to do implants without flaps. It gives you the tools that you need to pretty much do everything in the dental office that wasn’t able to be done two years ago.
Kevin:What particularly for me took me back at that wonderful weekend was the integration of CEREC with Galileo; the ability to have this technology, whether it’d be the intraoral cameras, that whole integration of the technology so that it’s user friendly. As an early CEREC user, I remember some of trials and tribulations, not only with the hardware, but the software.
And sure enough, a company like Patterson and Sirona team up and they understand some of the disadvantages that new technology can present and they proceed with research, technology and it’s just amazing how everything is married together today. Can you give us an example of what you see in the near future, what’s on the agenda that Patterson has that makes your company continue to stand apart from other companies?
Bob:I think that Sirona will always be a major part of what we do and what we have seen. You had mentioned the CAD/CAM and the capability of how they marry each other into the CT scan. And it really keeps everything into the general dental office where you can scan the mouth, do a CT scan that will allow you to do a surgical guide by milling it with the CEREC to place the implants.
Kevin:I can tell you, Mr. Tremblay, that I’ve been a practicing dentist for the last 35 years and in my opinion, like most businesses, most businesses revolve around relationships, what I call the BLT. You want to deal with people you believe in, you like and you trust.
And for the listeners out here, I cannot emphasize the importance of creating that relationship with your sales representative who’s actually a part of your team. Use them, use their knowledge, use their information, their technology and it may be one of the best relationships you’ll foster in your professional dental career. I’m so happy that you were able to take time and I can’t tell you enough how much I have been appreciative of your expertise and your company’s backing and just your ability to teach our team members and our office how to get better. Mr. Tremblay, thank you so much.
Ladies and gentlemen, you’ve been listening to Ascent-Dental-Solutions. It’s a company that focuses for dentists on dentists. I hope you’ve enjoyed today’s podcast. I want to give a shout out again to Stand Out and Be Heard, Mr. Doug Foresta, who’s produced over 40 of these podcasts for me over the last year and without his expertise, this couldn’t be done. Mr. Tremblay, thank you so much for your time and expertise and we’ll be talking soon.
Bob:Kevin, my pleasure. Thank you so much.
https://ascentdentalsolutions.com/wp-content/uploads/2017/06/podcast.png300800Kevin Coughlinhttps://ascentdentalsolutions.com/wp-content/uploads/2016/08/Ascent-Dental-Solutions.pngKevin Coughlin2017-07-12 08:06:442023-01-26 16:11:29E24:Podcast: Bob Tremblay on dental practice trends
Hello and welcome to Ascent Dental Radio. A program dedicated to the balance between the clinical aspect of health care and the business of health care. And now here is your host, Dr. Kevin Coughlin.
Welcome. You’re listening to Ascent Radio. This is Dr. Kevin Coughlin. You can hear this podcast on Ascent-Dental-Solutions, where the focus is on knowledge, development, training and education. Today’s podcast is for dentists and for the lay public that is interested in learning more about sleep medicine. I want to first, before I get started, give a congratulations and a big thank you to Mr. Doug Foresta. His company, Stand Out and Be Heard, has produced over 30 of these dental podcasts for me and the production and the effort is tremendous. Thank you so much, Doug.
My name is Dr. Kevin Coughlin and this is Ascent Radio. Today, the topic is sleep medicine. Sleep medicine started back in 1895. So it is not new, but it is new to the dental profession. And it appears to me that each year sleep medicine is becoming more and more important, not only for the dental facilities to provide care and service in this area, but for the public to be informed.
Some statistics that may shock us; number one, sleep disorders are more common than asthma and diabetes combined. This means that it is affecting tens of millions of people. You may not be aware of it, but 20 percent of all motor vehicle accidents are associated because of sleep deprivation. The driver is tired, they’re not alert and there’s a motor vehicle accident.
Some notable issues that were associated with sleep deprivation were the Three Mile Island plant that almost blew up, the Challenger, which did blow up. All of these events and in particular motor vehicle and truck accidents, occur between the hours of 1:00 am and 7:00 am. And this is because tens of millions of people are not getting the proper amount of sleep.
Some systemic issues that are associated with sleep deprivation are hypertension or high blood pressure, stroke, dementia, loss of memory, loss of alertness, a decrease in memory, a decrease in alertness. All of these factors have an effect on our ability to perform at a high level and feel good about our overall health.
How does this relate to dentistry? First of all, the American Association of Sleep Medicine is considered the governing body. It provides guidelines and the standard of care for dentists and physicians to follow to provide the public with the highest level of education and with the proper processes and procedures to help our population address this chronic, severe problem of sleep deprivation.
In lay terms, most people consider going to a dentist for snoring. Their significant other is disturbed and irritated because the individual snores and that snoring creates a situation which is uncomfortable and embarrassing.
In reality, the proper process and procedures to provide excellent care in sleep medicine is the following; first and foremost, you should seek out a dentist that either has certification, designation or a minimum of 25 hours of training in the appropriate sleep medicine courses.
Many dentists provide sleep medicine care and treatment, but most do not have the designation, the certification or the minimum requirements and as a lay person, you may want to seek out those qualifications. This certainly doesn’t mean that a dentist that doesn’t have these qualifications can’t provide adequate care and service, but first and foremost, you may want to consider those three options in choosing a dentist to provide this care.
The next thing to look at is how is sleep dentistry provided today in the United States. Many times, there’s confusion and the lack of ideal care and service. Step one, according to the American Academy of Sleep Medicine is the patient must have what is called a PSG, or a polysomnogram. This is a level one sleep study done in an area hospital where the individual stays overnight and their eye movement, muscle movement and cardiac evaluation is constantly monitored along with their blood pressure, their inspiration, expiration and a combination of all these factors will determine whether the correct diagnosis of obstructive sleep apnea is present or not present.
By definition, obstructive sleep apnea is determined by the number of times an individual stops breathing during their nighttime sleep. As a general rule, between zero and five is considered normal, between five and 15 is considered mild obstructive sleep apnea, between 15 and 30 is considered moderate obstructive sleep apnea and above 30 to 60 episodes is considered severe. It’s critical that this proper diagnosis be made.
In most cases, this is going to be done by a physician in a sleep facility and in most cases, it will be covered by your medical insurance and in most cases, the gold standard of treatment at present time is called CPAP, which stands for Continuous Positive Airway Pressure. In 2017, the C has been dropped and now the correct verbiage would be PAP or Positive Airway Pressure because some of the newer CPAP machines do not provide continuous positive airway pressure, but it comes intermittently and some patients respond better.
It is critical for the lay and professional individuals to make a proper diagnosis of obstructive sleep apnea. If in actuality you do have this condition, this condition can be life-threatening. It can increase your chances of stroke, hypertension, diabetes, memory loss, physical activity, concentration and alertness along with a decrease in your autoimmune or your ability to fight diseases. I bring this up because many times we as dentists will simply treat the patient for a snoring disorder. In order to follow the appropriate guidelines by the American Association of Sleep Medicine, you shouldn’t be taking that course of action, in my opinion, and in many others in this field.
Step one is make sure the PSG study is done. Once you’ve been diagnosed, the gold standard, as discussed earlier, is the CPAP unit. However, 80 to 85 percent of the public are unable to tolerate the CPAP unit. They find it constrictive, some people feel claustrophobic, people find it difficult to sleep. Generally, most people have the most difficult time during their first seven to 14 days. If you can get by those seven to 14 days, usually, most people adapt and they’re quite comfortable with the CPAP unit. However, the vast majority of patients don’t make it those 14 days and are looking for alternatives. And those alternatives from a dental standpoint, in most cases, are what we call Intraoral Devices or Mandibular Advancement Devices. Mandible standing for the lower jaw.
There are an entire slew of perhaps 75 intraoral appliances and they all have advantages and disadvantages. But in sum and substance, the major driving force is the appliances should be comfortable. They should fit well. They should be able to advance your lower jaw in increments of one millimeter or more. They should be easily adapted and changed based on your particular needs.
I’m not going to waste time and energy going through each individual device, but suffice it to say that the intraoral appliance many times could act and provide as much success in obstructive sleep apnea as the CPAP unit when it comes to mild and moderate cases of obstructive sleep apnea.
For those individuals who have severe obstructive sleep apnea, the gold standard is still the CPAP unit. However, for those patients who can’t tolerate it or refuse to use it, they’re still much better off with an intraoral appliance. Keep in mind that these intraoral appliances should last at least three years or longer. In most cases, the fees will range anywhere from $800 to $2,200. The reason for the vast variety of fees depends on the type of appliance and whether the adjustment visits are associated with the overall cost of the appliance.
In most cases, the correct process and procedure is the dentist will deliver the intraoral appliance. It’s first constructed by impressions of the top and bottom jaw. Those impressions are done in the dental office and then a construction bite is taken with the lower jaw in a protrusive or forward position. Generally, the upper and lower teeth are separated between two and five millimeters. And generally within seven to 14 days, the appliance is fabricated either in the dental office or at a professional dental laboratory.
The device is then delivered to the patient, and in most cases, the patient should be seen within seven to ten days to make any additional adjustments to make sure that the patient is comfortable.
Common complaints with the intraoral appliance are that patients will state that their teeth are a little sore in the morning. Their temporomandibular joints may be a little uncomfortable from the protrusive force placed on by the appliances. Overall, the results tend to be good to excellent, but keep in mind the subjective findings are not good enough according to meet the standard of care.
After the adjustments to the appliance have been made and the patient feels more rested, more comfortable and their significant other states that they hear less snoring or no snoring at all, the correct process and procedure is to have a follow-up PSG examination so that we can look at the objective studies and determine ocular movement, which is an EOG, muscular movement which is an EMG, and brain waves and cardiac issues which are an ECG or an EKG. The reason for this is we’re looking for objective evaluations to determine that the intraoral appliance is providing the high level of care and service to improve your overall health.
Keep in mind that there’s nothing that will make you feel better than a good night sleep. We’ve been providing intraoral appliances for sleep disorders for many years now and it is amazing to me how much better patients state they feel, how much better and more alert they are after the use of an intraoral appliance or a CPAP unit.
Keep in mind that there are some specific things that can be done to reduce your need for each of these devices. Number one for a female, you should try to keep the diameter of your neck less than 14 inches. For a male, less than 17 inches. Your base body mass index should be less than 30.
Losing five to ten percent of your body weight will significantly improve or reduce the need for an intraoral device or an extra-oral device. These are things that really can not only improve your overall health, but reduce or eliminate the snoring.
Keep in mind that all patients that are diagnosed with obstructive sleep apnea they all snore, but all people who snore do not have obstructive sleep apnea. By definition, apnea simply means the sensation and lack of breathing for a duration of five to ten seconds or longer. They are significantly different than a snoring event and that’s why the correct diagnosis is imperative.
Keep in mind that this information, along with other information, will be brought to you in future podcasts. For those individuals that are suffering from snoring, in summary, get the proper diagnosis first and then if the CPAP is effective, go forward and if it is not, consider seeing your dentist who has certification, designation or a minimum requirement of 25 hours or more in continuing education devoted strictly to sleep medicine.
A simple trick for our listeners to determine whether an intraoral device would be effective at eliminating or reducing snoring is as follows; make the snore sound. Just sitting in your car right now or sitting at home, make that snore sound [snores] now take your lower jaw and move it forward as far as you can and attempt to make that same sound and you’ll find that if you can, then more than likely, the intraoral appliance is the root to go and you will have an effective and successful result and save yourself thousands of dollars and hours of time. I</span
t’s a simple trick that most of us can us at home. And the reason I explain it this way is sometimes snoring and sleep apnea is caused by an upper airway or nasal passage obstruction. When that’s the case, an intraoral appliance would be much less effective or not effective at all.
Another cause of sleep apnea or snoring is some kind of central nervous system disorder. And again, in most cases, an intraoral appliance will not be effective. However, overall, over 90 percent of all sleep apnea or obstructive sleep apnea is caused by occlusion of the oral cavity or back of the throat by the tongue. By bringing the lower jaw or mandible forward, the tongue is advanced forward and the airway is open.
I hope you’ve enjoyed today’s podcast. You’ve been listening to Dr. Kevin Coughlin and this is Ascent Radio and you could get more information on my website www.ascent-dental-solutions.com.
And again, my thanks to Stand Out and Be Heard, Mr. Doug Foresta, who’s produced this podcast. Thanks again and I look forward to talking to you soon.
https://ascentdentalsolutions.com/wp-content/uploads/2017/06/podcast.png300800Kevin Coughlinhttps://ascentdentalsolutions.com/wp-content/uploads/2016/08/Ascent-Dental-Solutions.pngKevin Coughlin2017-07-11 08:13:142023-01-26 16:10:34E23: Podcast: What dentists need to know about sleep medicine
https://ascentdentalsolutions.com/wp-content/uploads/2017/07/pm-0216-med-img_0549_srgb-134-Edited.jpg24874271Kevin Coughlinhttps://ascentdentalsolutions.com/wp-content/uploads/2016/08/Ascent-Dental-Solutions.pngKevin Coughlin2017-07-10 21:33:292017-07-10 21:33:29Formula for a great dental practice: S.P.E.C.I.A.L.
“>Hello and welcome to Ascent Dental Radio. A program dedicated to the balance between the clinical aspect of health care and the business of health care. And now here is your host, Dr. Kevin Coughlin.
My name is Dr. Kevin Coughlin. Welcome to the following podcast which specializes in organization, development and training and education for your dental team or health care unit. The name of my website is www.ascent-dental-solutions.com. I can be reached by email at drkevin@ascent-dental-solutions.com. I hope you enjoy the following podcast.
I’ll start by stating that in almost all of the information that I share for the last 33 years of practicing dentistry and continue to practice dentistry, unfortunately, almost nothing I say is original and this particular podcast is no different.
I have been fortunate to take thousands and thousands of hours of continuing education and listened to many great thought leaders, not only in the dental profession but in the business profession and I have modified or addressed many of their comments to suit the needs of what I feel would be an ideal dental practice.
The following acronym will help you develop a special dental practice. Special spelled S-P-E-C-I-A-L.
I would ask you to remember the word special and start with the letter S, which stands for Scheduling. If your dental practice does not have control of the schedule, your life will be miserable and your results will be just as bad.
The most important concept is the time value of money. And over 33 plus years the single largest mistake I see in practice over practice in the 14 practices that I own are mistakes with the schedule, either scheduled too lightly or too heavily.
I cannot emphasize the amount of training and time that is necessary to inform your front desk managers, receptionist, team members how to schedule appropriately. There is an art to this and that art starts with the ability to profile the patient and their problem. I would strongly recommend that the individuals answering the phone should know whether the patient is a new patient or existing patient.
They should be able to determine whether they have a problem or no problem at all. If they have a problem is it top, bottom, right, left, front or back, the duration of the problem and the intensity of the problem simply by asking the following, “Mr. or Mrs. Smith, on a pain level scale of zero to ten — zero no pain, ten the most severe pain — how would you rate this?” Then you want to know the duration of the problem as you’re gathering this information which usually will take no more than three minutes on the phone.
The next issue is to be able to profile the patient with either a CareCredit check, a Wells Fargo check or some type of preliminary check for dental insurance and finance reasons to determine if it is most likely Mr. or Mrs. Smith are going to stay and want a root canal build up in crown, an implant or they’re simply going to want a prescription and deal with the problem later on or simply go for a lower type of production procedure such as an extraction because they are not interested in the time or investment in saving their teeth.
This profiling and screening of the patient will dramatically improve your schedule and dramatically improve your bottom line, but perhaps most importantly make your life much more enjoyable.
The second letter in developing a special practice is P for Production. Obviously we know production is important but keep in mind what you really want to concentrate is net production. This simply means that in many types of the software what I’ll see is the office production but not net production. This means that the dental insurance has one fee and your office has another fee.
For example, you may charge $1,500 for a PFM or Porcelain-fused high noble crown but your insurance company may only allow you to charge $950. Understanding net production and what you’re writing off with insurance companies, government plans, et cetera, is critical to have a profitable end of the day and end of the month bottom line.
The next letter is E for Education. If I could emphasize one thing, training, education and communication should never end. It starts with a morning meeting, it continues with a pickup in the afternoon and it should end with an ending meeting.
If you feel that you can communicate without really communicating, trust me your practice has problems. This ongoing training and education should be built on proven successful processes and procedures and those processes and procedures should be written, explained and understood.
Next in the word special is C and C stands for Collection. At the end of the day if the dollars are not collected for the procedures done, your practice will be a failure. You will not have enough profit to expand and improve your staff and your business. Collection is the gasoline for the engine and you must understand that the goal is to collect 100 percent of what’s being produced.
Failure to obtain that goal or have the proper processes and procedures to obtain that goal is shame on you and the results will have long term negative effects.
Next in the word special is I, and it stands for Insurance. You, your team, your managed service organization have to clearly understand the type of insurance plans and most importantly your front desk personnel because different insurance plans have different reimbursements.
As a general rule, evening hours and Saturday appointments, Sunday appointments, early morning appointments, lunch time appointments should be saved for the highest producing and production type patients possible. This means that you are dedicating your time and effort, taking away from your family and friends, you should be rewarded with the highest financial gains.
This starts by fully understanding each patient, their type of insurance and what the reimbursement is going to be for that insurance and almost more importantly, your front desk understanding what is covered, what is not covered and what your patient will be expected to provide for finance in fees.
Next in the word special is the letter A, and A stands for Accounts Receivable. Over and over again I find that the staff is completely disconnected on what healthy accounts receivable should be. I use the rule of 45 days. That simply means what your net production is, your accounts receivable should be 45 days of that.
So if your net production is $100,000 a month, then your accounts receivable should be approximately $150,000. If the accounts receivable are in excess of that, your policies and procedures are not working or they’re not being implemented. If they’re far below that, you may want to take a hard look that your financial policies may be so strict that you’re losing opportunities to provide additional care and services.
Lastly, the L stands for Liability. In all businesses, you want to reduce your liability or risk. My personal opinion is there is no better way to reduce your liability than having written treatment plans that are signed and agreed to by your patient in writing. Failure to get these signed, scanned written treatment plans that provide the risks, benefits, options, costs is a mistake that will cost you time, money, stress and aggravation.
There’s no reason in the world you cannot also have a very special practice providing you focus on scheduling, production, education, collection, insurance, accounts receivable and liability.
I hope you’ve enjoyed the podcast and thanks so much for listening. My name is Dr. Kevin Coughlin.
https://ascentdentalsolutions.com/wp-content/uploads/2017/06/podcast.png300800Kevin Coughlinhttps://ascentdentalsolutions.com/wp-content/uploads/2016/08/Ascent-Dental-Solutions.pngKevin Coughlin2017-06-30 03:10:302023-01-26 16:05:05E20: Podcast: Creating a special practice
Hello and welcome to Ascent Dental Radio. A program dedicated to the balance between the clinical aspect of health care and the business of health care. And now here is your host, Dr. Kevin Coughlin.
Kevin:This is Dr. Kevin Coughlin. You’re listening to Ascent Radio — Ascent Dental Solutions with a focus on knowledge, consultation, development and training.
Today we have an extremely interesting podcast with Ms. Renee Simone. She’s a small business owner of an outstanding private practice in western Massachusetts called Change Happens, Inc. She’s a licensed independent clinical social worker, a licensed alcohol and drug counselor, a licensed RN and she’s in the process of finishing her clinical doctorate in nursing practice.
’ve had the pleasure of meeting Renee several months ago and over several conversations and meetings, I have found her intensely interesting and I have also found a tremendous similarity of medicine and dentistry. I’ve always felt that they are very similar, but in particular, how registered nurses, doctoral nurses and the entire nursing profession and its effect on health care can be so dramatic.
But in particular, Renee’s forte is leadership and how she integrates with other health care practitioners and the qualities that she’s seen dealing with leadership and how health care teams can be better motivated to really ultimately do the most, which is improve health care and outcomes for our patients.
Without any further ado, Renee, thank you for joining me this afternoon. I’m sure our listeners will be incredibly pleased with the information you can provide to help, not just small businesses, but large businesses. Tell me what you found and what you think the direction of health care is going and how leadership is a critical part of that.
Renee:Sure, I’d be happy to talk with you a little bit about that, Kevin. First of all, I just want to say thank you so much. I have so enjoyed meeting you and getting to know you as well and your work and I think that it’s just so important to have these conversations and I hope to be helpful.
My biggest focus and hope is to be able to serve and to fill gaps and to help folks stay ahead of the curve and to really be a leader also in the highest capacity and a high scope of whatever I’m practicing. So I really appreciate you having me here as well.
Kevin:You’re quite welcome.
Renee:As far as what I hope that the nursing profession can bring to changes in health care, this is a very, as other times in history, it’s a very chaotic and active time of change.
There’s a lot of pressure and I’m sure in a lot of other businesses in health care, the pressure is in productivity and cost savings while at the same time not compromising quality. So I think that can be a very challenging space to practice in.
Kevin:Some would say almost impossible.
Renee:Yes. We were listening to a podcast or a talk for one of our classes on nursing leadership and one of the gentlemen talking there said that he feels it’s sort of like the triple threat of management where you have three hats that you’re trying to balance out; quality, time and money.
And whenever you focus on one of those, the other two suffer. So certainly I think that’s to your point where it can seem very challenging and almost impossible.
Kevin:If you were to review those criteria, are they equal? Is there one that you would put more emphasis on another? I know with the corporations getting more involved with medicine and in dentistry in particular, but that pressure for short term profit and perhaps short term gain but long term failure is always there. Can you address that for our listeners?
Renee:Sure. I think that’s the trap, the question. I think we have to look at what we’re really asking. Because that question; which one is more important, I think it just continues to unintentionally get us sucked into the merry-go-round or the trap of trying to choose.
And that sort of to me has been like an undercurrent in health care that people aren’t really aware of and talking about where it kind of pulls you down. I’d liken it to trying to stay alive or survive when you’re being sucked in by an undertone. It doesn’t help to fight.
What really needs to happen in order to survive and make headways is to learn how to step outside of that current. So I really don’t think there is a solution. And I think the longer we try to kind of go round and round on our minds about trying to choose and prioritize, that’s part of the trap.
Kevin:If you were to tell the listeners out of all the criteria with your extensive experience in health care, what are some of the qualities you look for in people who are excellent in management, excellent in leadership, understanding that they’re really two different topics, two different skills and many times, managers try to be leaders, leaders try to be managers.
And sometimes that doesn’t work and I don’t think in our day to day lives in health care we think that there is a difference. Most of the time, the doctor feels that they are the manager and the leader and many times they are the most ill-equipped to do either of those because they lack training. Can you address that?
Renee:Sure. Before I go onto that, I just want to finish up. This will kind of be a segue into talking about that a little bit. I didn’t intend to side-step the question about which one is more important. What I wanted to do is use that to say that that’s where I think exactly service leadership or leadership in a transformational way addresses the wheel of insanity with trying to prioritize.
So to me service leadership is really a way to step outside of that current and really affect change from that position. Because management — a lot of the literature talks about, in nursing anyways, applying and understanding the differences in types of leadership. So there’s something called Transformational Leadership Style and there’s another style called Transactional Leadership.
Transactional Leadership is really speaking to more of what you’re talking about, that managerial style. That management style. Transactional leaders are really more about developing followers, organizing tasks, making sure the job gets down.
They’re really more task oriented and there’s no place in that with the pressure of productivity and cost effectiveness and instant gain. There really is no place for reflection. We don’t really have time to think, not just in our business world, but in our personal lives often.
So transformational leadership really is more about stepping outside of that current, thinking about what we’re saying, thinking about what we’re doing. And really trying to find ways to be innovative, think outside the box, be willing to take risks, have a vision and helping people follow that in the sense that where people are kind of walking together instead of being directed.
I think of the difference between the image that I’ve seen a lot between a boss and a leader. The world has plenty of bosses and managers. We don’t need any more of those. And it’s not really being effective anyway in terms of progress where health care wants to go. Because bosses tend to be more directive and telling people what to do and managing. And there are some people who like to do that.
Transformation Leadership on the other hand or leadership qualities is more about serving, how can I help you get to where you want to be. And the more that you, I think, empower other people, the more that that power gets recycled back into the relationship and has meaningful change.
Kevin:Do you find that these transformational, is this being taught? Is this being taught in the nursing field, is it being taught in health care as far as you can see or is this something we sort of stumble along and say this works better than that and there’s really been no preparation for it, you just sort of learn by the seat of your pants?
Renee:I think that’s a great question. I’m going to draw on a little bit of what our conversations have been because I think you made an excellent point that there’s really nothing new, necessarily, out there.
A lot of times, we stumble on things because of our own learning curve and our own ignorance and lack of awareness. So from that perspective, actually in my studies, I’ve learned more about what’s out there. Because as a doctorally prepared nurse practitioner, we are more encouraged and trained to accept it when we don’t know the answer to something, but the more important thing is know who to ask or how to find it.
So I’ve been exposed to a lot of incredible information that’s been around for a while on the differences between leaders and managers. I just haven’t looked or known where to look.
And so I think that we’re exposed to it in our training, however, that’s — actually, I’m glad you asked that because one of my core passions is to find ways to not reinvent the wheel, spend a little bit more time looking and talking to one another about what’s already out there and borrowing from each other what’s working.
So from a transformational leadership perspective, I think clinical social work model since its inception — clinical social work was born in 1929 in the Chicago settlement houses. And since then, clinical social work has always maintained a commitment to supervision; clinical supervision, skilled clinical supervision, as a way to develop processionals and help new therapies to be the best practitioner they can be.
Kevin:If you were to talk to the audience listening to us now, do you see the value in mentoring, preceptoring, role modeling? I know for myself, there’s been people in my life that they weren’t intending to be a teacher for me, but they sort of acted as a role model. I saw how they interacted at bedside or chairside, I saw how they interacted with team mates, staff, employees and that combination is how, unfortunately, I learned.
There was no class that I went to through my four years of medical dental training to say, “Oh geez, this is how I treat Mr. or Mrs. Smith or their children.” Is that changing in health care? Do you see an improvement in that area? Are there courses that are out there that are focusing on not just the didactics of medicine, which we’re all comfortable with, but that undertone, that patient care, that ability to teach the people around you these leadership skills?
Renee:Excellent question again and that’s what I hope to offer and to bring to health care because there isn’t really anything concrete, formalized, standardized, operationalized around those qualities.
In any profession that I’ve seen, as you mentioned, a lot of times we learn informally. So a lot of the terminology and language that’s similar in dentistry as in nursing, health care, when you talk about mentoring, precepting, guiding, being a support, I think that health care does those things informally and intuitively.
When they’re a good person, they’re a good practitioner, they want to give back, they want to help, they want to teach, they like to teach, like you’ve said, but there really isn’t much structure around that. And I think that that’s exactly the direction that is coming next.
Kevin:At your business, is that where the focus is? If people wanted to reach out and have you help them, are you doing that? Is that something that you offer? Is that something that you’re trying to pursue?
Renee:Absolutely. In fact, that is all about what my quality improvement project I’m working on now for the doctoral program is incorporating and integrating — because I have a passion for integration so this is just another extension of that — integrating the specific principles from a clinical social work model that apply to supervision.
And helping overlay them and incorporate them into other preceptorship programs from nursing to start, but I think they’re applicable to dentistry, I think they’re applicable to other types of health care, I think they’re applicable to other profession.
Because to me, leadership is practicing at the highest good or the highest level that we can be in any profession or in any role.
We get taught that in nursing school. As leaders the rhetoric is you can be a leader regardless of your role, whether you are a floor nurse, whether you are a charge nurse, whether you are a nurse manager, most importantly, when you are trying to manage or lead or oversee things. So I agree that that’s something that can be incorporated into business.
Kevin:I know from just my own personal experience just in the last few weeks, I’m offering a clinical course and it’s on implant surgery and surgical guides and 3D imaging. And within 24 hours, I got 18 people in my company to sign up because they want to know how.
But it’s interesting when I want to get them together to talk about leadership, and I don’t know if you’re aware of it, but I’ve got probably 400 listings on leadership and I researched 12 factors that were important in leadership. And the funny thing is it’s hard to get people to sit down and talk about that.
My summary of leadership, and I can’t say it’s something that I came up on my own, I probably heard it or copied from someone, but leadership to me means the ability to influence people in hopefully the correct direction.
There’s a lot of leaders that can push you in a bad direction, they’re still leaders. But I think good leadership comes by influencing people in the right direction. Would you agree with that or would you want to comment on that?
Renee:I think that’s true for a basis and a start, is the ability to influence. In fact, one of the transformational qualities, one of the four core qualities is idealized influence. So I think that’s very important. I don’t think that comes with pushing, necessarily, because again you can push someone, however, you don’t know which direction they’re going to go in.
If you pull them by effectively leading and modeling and showing, then it’s easier, I think, because then you’re sort of leading and moving together in the same direction. Then people do see you as a trustworthy, dependable, authentic, competent person.
Kevin:Renee, if individuals listening to us today wanted to reach out to hear more about your style and how you can direct and help them in their own personal lives or in their business lives, is there a way for our listeners to reach out and contact you?
Renee:Absolutely. One of the easiest ways is going to be through the website, which is www.changehappensinc.com. You’d be able to reach out through that website to me through email. My personal email is renee.simone50@gmail.com. And then my business contact information the easiest way to text or call that business number is 919-793-6862.
Kevin:So you’d be happy to go to different locations and put on a seminar to help team members improve in their leadership and just the way they integrate with patients, is that correct?
Renee:Absolutely. That’s something that doesn’t feel even like work to me because it’s one of my passions and I really enjoy giving back in that way. And I think I’ve experienced through the results of the growth of my own small practice or business that the return on investment is just incredible.
Kevin:I want to thank you so much for your time. I do want our listeners to know that Renee Simone also has another business and that business focuses on insurances and insurance needs.
And we hope to get her back because quite honestly, although I’ve been in health care for 34 years and still practice every day, I was blown away by this particular area of let’s say life insurance, but life insurance in a different way that I had never really thought about it. And I would consider Renee extremely knowledgeable in this and I’d like to get you back. Would you mind talking to our listeners about that?
Renee:I’d love to. Thanks.
Kevin:I want to thank everybody for today. I hope you enjoyed. I want to personally thank you Renee for your expertise and taking time out of your busy schedule. As always, I want to thank Doug Foresta. Without his ability to put this product together, we would not be here today.
And as always, please feel free to reach out to Doug and his company if you’re interested in podcasting. I can certainly tell you that it has been a big boom to my career and just to my office and my bottom line. It’s an excellent way to communicate.
You’ve been listening to Ascent Radio. My name is Dr. Kevin Coughlin. If you need to get in touch with me or look for additional information, I can be reached at www.ascent-dental-solutions.com.
Thank you very much for listening and Renee, thank you.
https://ascentdentalsolutions.com/wp-content/uploads/2017/06/podcast.png300800Kevin Coughlinhttps://ascentdentalsolutions.com/wp-content/uploads/2016/08/Ascent-Dental-Solutions.pngKevin Coughlin2017-06-20 13:08:012023-01-26 15:55:44E17: Podcast: Renee Simone on transformational vs. transactional leadership
Hello and welcome to Ascent Dental Radio. A program dedicated to the balance between the clinical aspect of health care and the business of health care. And now here is your host, Dr. Kevin Coughlin.
Kevin:My name is Dr. Kevin Coughlin. You’re listening to Ascent Dental Solutions. I hope you enjoy the following podcast and I’m excited to introduce you to our guest, Ron Sheetz, who is a serial entrepreneur. I’d like to think of myself as an entrepreneur, but next to Ron, I don’t really make the cut.
Ron, thanks so much for joining us this evening. Can you give us a little background and tell us a little something about you and your business?
Ron:Yeah, a little bit about me and how I got into business really, the serial entrepreneurial part, I was about 13 years old and we used to try to keep ourselves occupied when we were kids in our neighborhood because everybody was much younger than I was. And a friend of mine and I decided we were going to put on a magic show in the neighborhood. We went around the neighborhood promoting it and the kids could attend for 50 cents a person and the adults had to pay a dollar.
My mom had known a professional magician so she introduced me and he then introduced me to the world of magic and business and entrepreneurship. Long story short, he became my first business mentor and really everything that I have learned and has formed who I am and what I do was really learned out of that.
So at 13 I started selling tickets to a magic show and then that has turned into a life-long career now of really doing what I call relationship marketing and a large part of what I do is with testimonials. And what we’re getting to talk tonight about is something much different than what people are really familiar with about testimonials. I call what most people do basic testimonials and I have a whole advanced strategy of testimonials.
So just a little bit of background and history on me, and I’ve been involved with the dental field specifically now for about the last ten years.
Kevin:That’s terrific. You also have quite a few very excellent celebrities under your belt in helping their careers. Do you want to take a minute and drop some names to impress us with some of these individuals?
Ron:Sure. In the dental field, one of my most frequent and continually ongoing client relationship is with Mr. Dan Kennedy. I think we’re familiar with Dan. He’s one of the top copyrighters and marketing consultants in the country.
But also as far as what people would recognize celebrity wise, I’ve worked with Jack Canfield and Mark Victor Hansen who are the authors of Chicken Soup for the Soul. I’ve also worked extensively with a lot of other dental gurus and so forth, for instance, Dr. Chris Griffin, Jerry Jones who I believe you’ve had on your show, to name a few. Oh goodness, the list is long.
Kevin:I was particularly trying to guide you towards Kathy Ireland, who I think probably the majority of our listeners would be impressed. I certainly had a crush on her and we could argue I perhaps maybe still have a crush on her. And I also noticed that you’ve done some work with Cal Ripken, is that correct?
Ron:That’s correct, yes.
Kevin:Why don’t we get into the topics today of testimonials? I believe I’ve discussed with you in the past I have 14 dental offices, approximately 150 employees with about 100,000 patient visits a year and day in and day out we have some positive testimonials and we have negative testimonials and I’m never really sure how to use the positive testimonials to my advantage.
Perhaps since most of our listeners here are business men and business women, but particularly are focused on health care and dentistry in particular, can you give us some strategies and some suggestions to improve the information and how we use testimonials?
Ron:Sure. The first is really differentiation of what most people consider a testimonial and what I consider a testimonial. A majority of the testimonials that I see businesses and dental practices getting are what I would call basic testimonials.
Usually the procedure is that you do your case, you have a happy patient, you ask them for a testimonial and they give you a testimonial. And often times that testimonial that they give is what I call rather bland or vanilla. Meaning it doesn’t have a lot of marketing legs. There’s not a lot that you can do with it other than put it out so that people can read it.
I’ll give you a couple of examples that I share in my book. These are some testimonials captured by a dental practice just by asking. One of them was from this patient who says, “I came to this dental office today on an emergency basis and they got me in immediately. This is the friendliest dental office I’ve ever been to in years in all the time that I’ve been alive.”
Here’s another one that says, “This is my first time. The first experience feels great. I feel very relaxed and very well taken care of and it was a pleasant experience.” “Every time I come to the doctor’s office the staff is great, they’re friendly, the service is good and I enjoy coming back.”
Those are what I talk about as basic testimonials. They don’t have a whole lot of marketing legs, meaning things that you can do it or as Walt Disney calls plusing it. How else can we use this to help promote the practice and move us forward?
And really as a dentist you’re in a trust business. You’re really in a trust business and you’re dealing with a constituency coming in who is probably fearful and got anxiety, they are afraid of the price and there’s a lot of anxieties and angst to them coming in and we need to do what we can to elevate them and differentiate ourselves from every other dentist that they’ve ever had experience with or what they think about. These indoctrinations that they have about dental practices.
My type of testimonials, the advance testimonials are much more story-based or what you would consider as human interest story. I’ll give you an example of one and this is actually of a patient that I interviewed and have been using with the dental practice.
This patient in an interview with me she starts off by saying, “I was terrified of the dentist. And by terrified I mean, I’m talking about cold sweat just breaking and running down my face. It started way back when I was a little girl. I had a dentist pull a tooth and it was an impacted tooth and at that time I was ten and he didn’t give me enough Novocaine and he called me a baby.
And I just remember when he started working on me I was kicking and screaming and ended up running out of the room and blood was running down my face and my mother was just horrified. Maybe I just picked the wrong dentist and I’m glad that I finally picked one that’s a winner.” And then she goes into talking about now her experience with this particular dentist that she’s with now.
These are much experiential based stories, those human interest stories. And it’s important because unlike the basic testimonials, these are stories that patients can identify with this person. They can identify having been in their shoe. If they haven’t had that exact experience, they know what it’s like.
And what I talk about in the book is that what we do by connecting prospective patients, possibly new patients with our existing patients, they identify with one another. They can’t exactly identify with you, you’re the doctor and they these, again, indoctrinations as to what that experience is like.
But if we connect them with our existing patients and they connect on that story, on that human level, it creates was I call the transfer of trust triangle. So the prospective patient identifies with our existing patient, they see themselves in their shoes and they come to this conclusion that if I’m like them and you as the dentist were able to help them, then in turn you can help me. And that’s what I call the transfer of trust triangle. Does that make sense?
Kevin:Makes perfect sense. Let me ask you a follow-up question Ron. These testimonials as you just described, these powerful testimonials that tell a story, how do you get that out to the public? And what, in your opinion, is the best way to get that out to the public?
Ron:That’s an excellent question. I’ve actually identified there’s 33 different ways that can be used, but really some of the most immediate are a website or podcast. They can be used and lifted and put onto a website.
The thing that I instruct people to do is not to create a webpage, as most websites have, they have a testimonials page and that’s a page where all of the testimonials from all the patients reside. Well, it’s been our experience that people don’t necessarily go to a testimonial page. Because if you see it in a tab and you go there, what are you going to find? You’re going to find people who are saying great things about you. So it’s a loop point why would I go there because I already know what to expect when I get there.
So what I instruct people to do is take your testimonials and salt and pepper them throughout the website, incorporate them as part of your presentation on the website.
For instance, if you have patients that come to you for sleep asthenia or IV sedation or they come to you for implants or they come to you just for general dentistry, cosmetic dentistry or they’re recapping and you have pages on these different services and these different applications, include them there because what they are now is they’re incorporate as part of the presentation.
They add validation and credibility to what we’re reading on a web page. We don’t have to expect visitors to our webpage to go seek out these testimonials, we have to put them front and center for them. So that’s one way to use them.
The other way to use them that I like the best is in dentistry, there’s this idea that we shouldn’t have to sell our services and you shouldn’t. Nobody likes to be sold, nobody likes to be a sales person, but what we can do is we can take a composite of all of these stories put together and provided to patients before they come into the practice and we actually make them prepared or we make them predisposed to knowing, liking and trusting us before they actually get to the practice.
And what we’ve actually seen in results is when a patient gets to the practice and they’ve already had the chance to get to know us, get to like us and have a somewhat of a trust with us, they find again that transfer of trust angel appearing from our existing patients.
They come to us a better patient, meaning they’re more prepared to hear about treatment plans. They’re less fee-resistant. So we don’t have to improve us necessarily, but we improve the quality for the qualification of the patients coming to us. So they are too really powerful.
You mentioned radio, television, print, advertising. I’ve actually created a full page print advertorials just out of the stories that we’ve captured from patients and turned them into an actual print article. So there’s, like I said, 33 different ways that we could use a testimonial, a story-based, a human interest story in advertising and marketing.
Kevin:Ron, just for the nuts and bolts of it, when the individual gives a positive testimonial, do you recommend you use their first and last name, do you recommend just initials or do you leave that on an individual basis when they sign the informed consent giving the health care provider permission to use the testimonial? What are the actual nuts and bolts in going about that?
Ron:That’s an excellent question. Yes, you do want to get their permission. For instance, when I interview questions, I’m actually getting their formal permission on a release, on a document that lets them know what we’re going to talk about, what we’re doing and how this is going to be used. We absolutely want to get their permission in written form, if possible, in verbal form and documented is the best way to do it to protect yourself from any kind of liability. I’m not an attorney and I’m not giving legal advice, but that’s how I approach it, is always get permission and any due diligence that I can to get the patient’s permission to go ahead and use that going forward.
Then, with regard to your question on how you use it, I always like to use their full name; first name and last name. And if possible, if we have it, we can use where they’re from, so if they’re in a specific city or so forth.
When we’re using that in let’s say a video for a website or a video for a DVD, let’s say for instance I’m in a suburb of Cleveland, Ohio and let’s say for instance the dentist is in Cleveland but I actually come to that dentist from Akron, Ohio, which is about 30 or 35 miles away. Somebody who is familiar with the geography and they see that I’m from Akron, what happens, what we’re communicating unconsciously, subconsciously to them is hey, this person travels a long way to get to this dentist.
So I like to use as much information as we can about that patient. Name; first name, last name, where they’re from. Those would be the basics. There’s other stuff that you could add, but that’s absolutely a must so that you’re communicating.
By using first name and last name only, it communicates that this person is real. What I don’t like about using initials is they could be made up. It’s an authenticity.
Kevin:Ron, I can’t thank you enough for taking this evening and talking to us. I can tell you being around health care providers for over three decades, this kind of information is incredibly important to help us improve our image, to improve our business, to provide that thought leadership and expertise that we’re all trying to create to promote the best clinical, didactic and service type practice. \
Can you give our listeners a way to reach out? Is there the best way to get your book and learn the 33 ways to use super testimonials to improve care and service in our practices?
Ron:Absolutely. If you’re interested in the book, you can get that at www.bookontestimonials.com/book. If your listeners have questions and they want to submit specific questions that apply directly to them, they can go to www.askronsheetz.com and there they can post a question and submit it to me.
I get them personally so it’s not done through an assistant, those come directly to me. So those two sources that people can go to either get the book and see the strategies that I lay out, the 33 ways are in the book or they can submit to me directly those questions.
Kevin:Ron, thank you so much for helping Ascent Dental Solutions and helping our listeners improve care and service through the use of testimonials and I should say the correct use of testimonials. I really appreciate it and thank you so much for helping us out.
My name is Dr. Kevin Coughlin, owner and creator of Ascent-Dental-Solutions, with an emphasis on coaching, development, leadership and training. Thank you again for listening and I look forward to talking to you in the near future.
https://ascentdentalsolutions.com/wp-content/uploads/2017/06/podcast.png300800Kevin Coughlinhttps://ascentdentalsolutions.com/wp-content/uploads/2016/08/Ascent-Dental-Solutions.pngKevin Coughlin2017-06-14 08:44:162023-01-26 14:45:26E15: Podcast: Ron Sheetz on how to use testimonials in your dental practice
When I meet colleagues or new dentists, it’s the first real question that gets put to me, after the hellos and “that’s-a-nice-shirt-you’re-wearing” chit chat.
It’s a great question. But sometimes the answer I give isn’t exactly what they expect.
The answer, or at least my version of it, is that setting up a good dental practice is exactly like setting up a good business.
My colleague Steve Parker is responsible for that observation and he’s absolutely correct.
So how do you set up a good business that just happens to be a dental practice?
It comes down to focusing on five areas:
Leadership
TeamBuilding
Money (finance)
Metrics (measurement for the business and systems)
Whether you be setting up a sole practitioner office or one in a DSO or MSO, the principles are the same. A DSO will provide the measurement systems and some of the team building tools. But in the end it’s up to you to provide inspired and inspiring leadership.
But here’s the rub. Most dental school graduates emerge from the hallowed halls of their academe wielding a dental drill like a champion but with a limited business acumen that borders on financial illiteracy.
It may explain why some find the allure of DSOs and MSOs enticing. Much of the marketing and business growth is left to the corporate head offices.
But let’s go back to those factors again, one by one… Leadership: It’s about the buck stopping with you. It’s about standing behind your team members so they know you have their back. Remember, how you behave sets the tone and atmosphere of your entire practice.
Team Building: Your team can build you up if you build them up. Get them to understand that training is a lifelong pursuit. If one of them learns something in any given day, ask them to share it with the others. Encourage sharing of lessons learned and how they were learned them. In essence, you are their coach, showing them how to do the work, push them when needed and cheer them when they do a superb job.
Money (finance): This one is important if only to ensure a smooth flow of finances to keep the doors open.
Metrics (measurement for the business and systems): This is about where you steer your Good Ship Dental and why you’re doing it. If you decide to focus on getting new children patients, then that is where you’ll point your metrics and determine your success.
Is it really that easy? Well yes and no. Within each of the four areas noted above there are multiple areas for discussion and exploration.
But those four factors are the foundation of setting up a good Dental / Business practice.
https://ascentdentalsolutions.com/wp-content/uploads/2017/06/pm-0216-med-img_9856-629-Edited.jpg18143423Kevin Coughlinhttps://ascentdentalsolutions.com/wp-content/uploads/2016/08/Ascent-Dental-Solutions.pngKevin Coughlin2017-06-13 14:27:312017-06-13 14:27:31Setting up a good dental practice same as setting up a good business