The four biggest mistakes that dentists make

Dentistry is a wonderful profession with tremendous opportunities. However, unlike years ago—when dentists were almost guaranteed success—today’s environment presents significant challenges. When I reflect on the many highly successful clients we have been privileged to work with, one consistent factor emerges: they avoided a set of critical mistakes. Levin Group estimates that most practices lose approximately $20 million in revenue over a 36-year career due to operational inefficiencies, and major missteps only compound the issue. Avoiding common pitfalls is essential to building a practice that is both profitable and enjoyable. 

Four common mistakes all dentists should avoid:

Not implementing and updating business systems

Business systems are essential for consistent, high-level performance. Key system areas include scheduling, hygiene productivity, case presentation, new-patient experience, customer service, and insurance management. Each system should be carefully designed in a step-by-step format that is supported by checklists and updated every three to five years. 

For example, an effective scheduling system begins with designing the schedule from a time-management perspective, but it should also include managing overdue patients. Team members should conduct daily outreach to any patient without a next appointment, with additional follow-up every three weeks and checklists to ensure accountability. These checklists may be submitted to the office manager or dentist or simply used by the team if they are consistently reliable and self-directed. 

Not tracking the right numbers at the right time

Another frequent mistake is failing to know or monitor key practice metrics. Important numbers should be tracked daily, weekly, monthly, and annually, including: 

• Year-to-date production 

• Average production for the current month 

• Average production per day 

• Average production per patient 

• Average production for new patients 

• Production by provider 

• Production as a ratio of overhead 

These metrics reveal the true performance of the practice and should always be measured against annual goals set each December for the coming year. Knowing whether production is above or below goal allows you to take specific actions to improve performance. Without this information, the practice is essentially operating in the dark. 

We recently met with a practice that appeared highly successful but had no understanding of its numbers—or even how to extract them from its software. Although this is an extreme case, the practice was operating at a 12% profit margin instead of the 40% minimum recommended by Levin Group.

Not setting goals

Goal setting is one of the most powerful tools a practice can use to reach its full potential. At a seminar, I was asked why goal-setting works so well. My answer: more than anything, it opens your mind to possibilities. When you set goals, you may not initially know how you will achieve them, but the process motivates you to seek the education, expertise, or guidance needed to make progress. 

We recommend setting 10 annual goals: three big ones, three medium-sized ones, three small ones, and one very large stretch goal—often referred to as a Big Hairy Audacious Goal (BHAG), a term popularized by Jim Collins, author of Good to Great. Every goal must be written, measurable, and have a deadline; otherwise, it is merely an idea. Effective goal setting can transform a practice, propelling it to the next level and beyond. 

Not immediately addressing bad behavior

Few issues are more damaging to a practice than a team member who displays a poor attitude, negative behavior, or toxicity. Such conduct can quickly bring down the entire team, affecting practice performance, patient perception, and customer service. 

Practice leaders must address negative behavior immediately and decisively, without debating its validity or allowing excuses. Team members naturally experience personal stress, illness, parenting challenges, family issues, or financial strain—but the effects from these situations cannot be brought into the office. When the team understands that poor behavior will not be tolerated, they are far less likely to exhibit it. 

Summary 

Understanding the drivers of success is just as important as recognizing and avoiding mistakes. Dentists who steer clear of the four pitfalls above will position themselves for a more profitable, productive, and fulfilling career. 

Editor's note: This article appeared in the March 2026 print edition of Dental Economics magazine. Dentists in North America are eligible for a complimentary print subscription. Sign up here.