How to thrive from the very start
One of the trickiest transitions following graduation is managing the relationship with the clinic owner as a fresh-faced associate. There are so many different relationships to balance at this time, not limited to becoming confident in your communications and interactions with patients, as well as with other members of your support team. The owner-associate dynamic is what makes many of those different relationships go ’round, too. So, it is important to anticipate the “sticking points” that others before you have faced and take steps to avoid these pitfalls. This process starts from the get-go and when doing your due diligence on the practice. Here are three key considerations to support relationships that get off on the right footing.
Take the process of “interviewing the interviewer” seriously
Clinicians from any discipline are not “natural-born” entrepreneurs. Some of the challenges often cited in the owner-associate relationship include those tied to the amount of work (or lack of anticipated work) available to the associate, directly affecting the amount they get paid at a critical time when student loan payments also cast a long shadow. Understanding the level of patient treatment activity and new patient traffic supported by your would-be employer is essential.
It is also important to understand any support that might be in place to ensure you will have the activity to generate the earnings that you need and competitive compensation. As appropriate, ask about expanded hours, marketing efforts, and steps to maximize insurance and collection rates.
Owners and others involved in the recruiting process should anticipate these types of questions. Any astute prospective associate will want to understand potential barriers to a healthy working relationship and will seek clarity on these issues from the very beginning. The willingness to answer these questions will also tell you a great deal about the transparency of the practice, which should be a key factor in your decision to accept employment with any type of organization.
Refine your communications and interactions with the patient
The onus ultimately falls on you to make the most of the opportunities presented by your patients. By focusing on the patient relationship and experience, you can increase treatment acceptance and diagnoses and build the trust that ultimately boosts your revenue per patient and contributes favourably to your earnings. How do you accomplish this? Just as you are dedicated to continuing education on clinical and technical topics, devote your time to improving those so-called “soft skills,” the collection of “social graces” and personality habits that are in contrast to technically-oriented “hard skills.”
A few of the most important patient-facing skills (and how you can refine them) are listed below:
- Actively listen so you can be fully in tune with each patient’s concerns and fears. You are not simply focused on their symptoms and what to do about them. This makes the patient truly feel “heard” and instills trust.
- Speak clearly and simply, but not in a condescending manner. Dentists and other medical professionals often talk about the use of “plain language.” This approach to the words you use and how you convey ideas is not about “dumbing down.” Respect each patient’s intelligence, but understand that most do not wear a white coat. Just as you likely would not understand their expertise in banking, the law, manufacturing or any other industry, they are not exposed to the intricacies of oral anatomy and function in their day-to-day lives. Stay away from the jargon and complex verbiage. It will only confuse the patient and is unnecessary. Before communicating with your patient, distill the information down to key points. Be concise. Highlight what is most important and meaningful to the patient.
- Be positive and reassuring. Since dentistry is a source of very real and common fears and anxieties for many people, it is particularly important to be aware of your delivery. To keep patients at ease and returning for the services and work they need, ensure your tone and mannerisms inspire comfort and trust. Sit at eye level and lean in. Use “open body language.” Be mindful of both your words and actions and their ability to convey positive or negative perceptions and associations to the patient.
- At the end of each patient engagement, always ask questions like, “Do you have any questions for me?” “What else can I help you with?” or “What else would you like to know?” There may be important items that you simply missed. Even if there are no additional queries, the patient will appreciate that you are encouraging such an open dialogue. This further reinforces that you want to hear from them and strive to really understand their concerns, needs, and goals. Throughout your conversation, allow for pauses for the patient to ask questions or get clarification as you go along. This also allows the information you provide to really “sink in,” and encourages a natural and honest discussion.
Follow the owner’s lead
There is a reason they are successful and have the capacity to support associates in the first place! Successful, more “senior” dentists and practice leaders are skilled at quickly relating to patients. They also have the skills to empower patients with information in ways that are highly meaningful to them, and that do not involve talking about the actual treatments. Instead, they know how to get right to the heart of their needs, values, and desires, and then the conversation really starts. The patient is inspired to understand better how those issues and needs can be effectively resolved or addressed. This leads naturally and well to discussing the merits of different treatments.
So, just as you respect your patients, respect and honour the owner’s skills and experience—the type of institutional knowledge that can only be built from firsthand “doing.” Likewise, it is a two-way street. The savviest owners will value your unique perspective and the skills you bring to the table that they don’t have. This process is sometimes referred to as “reverse mentoring.” All of us should always be in the process of learning and stretching our skills. Before you know it, your days as a newbie associate will be behind you. As an owner, you will appreciate the thought and consideration associates take to fostering the relationships that contribute to a thriving practice—the type of thoughtful and smart steps you are taking right now.
About the author
Naren Arulrajah, President and CEO of Ekwa Marketing, has been a leader in medical marketing for over a decade. Ekwa provides comprehensive marketing solutions for busy dentists, with a team of more than 180 full time professionals, providing web design, hosting, content creation, social media, reputation management, SEO, and more.