Changing From Adrenaline Dependent to Efficiency Addicted: A 12 Step Program

By: Debbie Seidel-Bittke, RDH, BS

Each day is a fast, frenetic ride on the practice racetrack.  As hygienists we say “Treadmill”. Daily stresses metamorphous into emergencies. You and the team dash from one procedure, patient, or task to the next and each are more critical than the last. At the end of the day you promise yourself you’re going to make changes and try to get things under control. But the fact is, it’s a rush. You’re living on chewing gum and caffeine and gulping at the fountain of adrenaline addiction, and with every near crisis averted, a sudden emergency addressed, and an urgent situation managed you do take a moment to give the team a quick high-five and congratulate yourself.

But that momentary thrill is creating long-term problems. Living in a constant state of crisis management typically means there is little happening in the way of real system management. The team is constantly reacting and scurrying in one direction one day and another the next day depending on what seemingly random course your so-called urgent priorities happen to take. Your crisis addiction, urgency addiction, adrenaline addiction – whatever you call it – is being satisfied at a price.

The days are long and exhausting. What was once an exciting thrill is starting to feel a lot like burnout. The worst part, for all of your running, panting, and dashing to handle the latest and most urgent issue, practice productivity is teetering precariously between the “sorely lacking” and “barely good enough.” The problem is everyone is working hard but no one’s working smart. The focus is on dealing with whatever problem has to be managed right now and not on addressing what caused that problem and what can be done to prevent it in the future.

Had enough of life and work on the run? A mere 24 hours over the next year could transform a practice locked in a seemingly perpetual state of crisis management or lackluster success into one of superior efficiency and productivity. It also could go along way in weaning both doctor and team from an inefficiency addiction that is costing you thousands in productivity and an untold amount in long-term professional satisfaction.

It begins with a simple  two hour meeting each month and a genuine commitment to making a change. This is dedicated, uninterrupted time in which doctor and all team members commit to continuously improve the practice. Follow this 12-step plan to practice efficiency and increase profitability.

1. Create an agenda with input from the entire team. (Go to: http://dentalpracticesolutions.com/members-center/ for a copy of agenda to use.)
2. The agenda will be specific for the type of meeting you are holding. In our Tuesday Tooth Pick January 18, 2010, we listed various meetings you need to schedule during each year. For example one meeting you need to report on frequently are all areas of your dental office that impact the profitability and the success of the practice, such as: numbers of new patients, recare patients, non-surgical periodontal procedures, home-care products sold, unscheduled time units for doctor and hygiene, unscheduled patients for treatment and hygiene appointments which are not scheduled, treatment acceptance, collections, production, accounts receivables, uncollected insurance revenues over 60 days, overhead, etc.
3. Post a list of comments in one area of the office (Preferably a room where the team meets each am for the team huddle) for each team member to contribute their important thoughts and ideas on the topic for the monthly meeting.
4.  Distribute the agenda at least two days in advance of the meeting.
5. Assign a different ring master (Leader of the meeting) each month who will lead the meeting and keep team members on task.
6. Assign each member of the team to report on the area for which she/he is responsible. For example, the Scheduling Coordinator reports on the monthly production as compared to the goal, the number of unscheduled time units for the Doctor, and the Doctor’s daily average production. . (Go to: http://dentalpracticesolutions.com/members-center/ for a copy of each person’s role.)
7. Designate the amount of time you will spend discussing each issue and avoid getting bogged down on unrelated topics. Discuss only what’s on the agenda.
8. Eliminate outside interruptions, and when possible hold team meetings off-site in a conference room. Many local libraries, community colleges, hospitals and other public facilities have public meeting rooms available for use. This is especially important when you are holding your annual strategic planning session. It is recommended the strategic planning meeting be held during an 8 hour period of time somewhere relaxing and fun for the team.
9. Encourage team members to come prepared to participate in the discussion. For example, if there are more unscheduled time units than desired the team can discuss strategies for addressing the openings. Seek input from everyone.
10. Delegate responsibilities and establish deadlines for completing tasks identified during the staff meetings. (See the agenda sample at http://dentalpracticesolutions.com/members-center/)
11. Share ideas during team meetings for improving the work environment, the patient experience, and the efficiency of the practice. Seek consensus from the team as to the best time to hold team meetings; meetings scheduled outside normal work hours should be considered paid time.
12. Hold meetings at least once per month, more frequently if you are implementing several changes.

Before long you’ll be amazed at your cravings for stability and predictable outcomes. You’ll also be very likely to find you and your team all but addicted to the very real and measurable strides you are making in practice productivity and efficiency.

Have fun with your new addiction to efficiency! It may just increase your bottom line.

Debbie Seidel-Bittke, RDH, BS and the team at Dental Practice Solutions

Next Month's Newsletter

• New Patients Soup to Nuts
  

Web Workshop Downloads

Thursday January 21, 2010
"Crush Your Overhead"
Hosted by: Dental Practice Solutions –Debbie Seidel-Bittke (Founder)
Special Guest: Dan Marut, DMD

Streaming Recording Link

Welcome!

Future Web Workshops

February 4, 2010 @ 5:30pm (PST)
Presented by: Debra Seidel-Bittke, RDH, BS Founder of Dental Practice Solutions and Chris Mrozek-Brooke, RDH
Who Will Increase their Practice Profitability the Next 90 Days?

We will begin our contest to see which practice can increase their profits the most without adding more work or days to their schedule. We will monitor the increase in %. The grand prize includes over $1,000.00’s in gifts to the entire team.

Fun Facts

Principle(prns-pl) noun.

Principle is a word used by Michael Gerber who writes numerous books about success for small business owners. This month we have been talking about the success of your dental business.  As a dentist you are a technician and also a business owner. As a dental consulting business we recommend that your small business have a list of 10 principles that you consider your code of ethics. How do you all agree as a team to treat your patients? What can your patients consistently expect from your team? These are principles that entire team can recite. Some offices post these in the reception area and some offices have the principles for their dental office laminated; something each team member can carry on them and share with patients at any time.

Michael Gerber has 10 principles. Here are two more for this week:

The fifth Principle: A small business is a school in which its employees are students, with the intention, will, and determination to grow.

The sixth Principle: A small business must manifest the higher purpose upon which it was seeded, the vision it was meant to exemplify, the mission it was intended to fulfill.