Bill Blatchford, DDS
Paradigms are the filter through which we view our world. From this unique view, we create our rules by which we live. Some examples might be "Fathers are the ultimate decision-makers" or "Girls are not supposed to show brightness in math or science." Paradigms can have value, but many are so tightly held to be true that they put a lid on our possibilities.
Dental paradigms are especially strong, and our challenge is to recognize these filters and change the ones holding us back. We need to create new paradigms and new opportunities.
Strong dental paradigms relate to money. We hold strong to the belief that patients will not pay for dentistry, either because it is too expensive or insurance will not cover the entire cost. Another dental paradigm says that doctors should never present the fee. Still another says that if we present a treatment plan based on the work needed to fix the worst tooth, we have a much higher acceptance rate. A silent paradigm might be that stating the fee for a total treatment plan would scare patients away. We also believe we are destined to be a bank and the practice should finance any treatment a patient needs.
Dental insurance has created strong paradigms that say patients will accept only what their insurance will reimburse. An extension of this is that we must keep our fees acceptable to insurance companies because not being a plan provider would be financial suicide. Even as the reimbursement for our services is lowered each year, we cling to insurance like a life raft.
Staffing has paradigms. We need three auxiliaries, and their duties should never mix. Cross-training is a "no-no." Only the receptionist should know the fees and how money works. The dentist is the only one who should "sell" or present the case. We also believe that the dentist is the only one who can make real decisions in the office. No one else can be accountable.
Dental marketing also has paradigms. Many dentists feel they are technically competent and that means they do not need to market their practices. Their patients know this and they will refer other patients automatically. To these dentists, marketing is unethical and they wouldn't want to differentiate themselves from their dental peers. They perceive that most production comes from new patients, so if they just had more new patients, they would be successful. They do not present comprehensive treatment plans or offer new smiles to their existing patients. Part of this paradigm is that they prejudge patients, and it is difficult for people to change that initial judgment call.
Another dental paradigm we practice is to not emphasize the profit portion of our practices. We put the emphasis on our gross production, with little concern for the net. We think we do not need to know our overhead per hour, cost of a hygiene cancellation, or the impact on our practice when we work in an extra appointment for a molar endo. Dentists believe they can reduce their overhead by finding the cheapest gloves. Our paradigm is that we are just a little office and, as a result, we cannot make a world of difference in who we are, what we do, and who we treat.
Our paradigm on sales is that it is a dirty word and we certainly should not do anything that might be considered "selling" services to our patients. Our goal is to teach patients enough to do their own dentistry through good home care.
When we interact with patients, we believe we must do 80 percent of the talking, because our patients really don't know what they want anyway.
Another clear dental paradigm is that an empty chair is expensive. Fill every line in the appointment book and every chair; then, we are busy and doing well. We also believe hygiene is a money-maker, so we should book a hygiene patient every 45 minutes.
It is interesting to review our own thoughts and paradigms. If any of these paradigms hit you between the eyes or you start to argue for one of them, it is time to reappraise who you are and how you can break the chains of old paradigms and embrace a new vision of what your dental practice might be. Create a new practice culture based on positive paradigms. A practice can be created with a passion for excellence, boldness in leadership, and solid decision-making. Forge a new path with no ceilings and no paradigms holding you back.
Dr. Bill Blatchford's Custom Coaching Program is now available anytime, anywhere. Utilizing 18 years of practice-management experience with more than 1,100 offices, Dr. Blatchford's custom program involves minimal travel and maximum personal time with the coach, interaction with other doctors, and tons of support. Leadership, systems, case-presentation skills, communication, and profitability are emphasized. He can be reached at (800) 578-9155 or visit his Web site at www.blatchford.com.
