The modern dental workforce is at a crossroads, with practices striving to attract and retain exceptional team members while employees yearn for workplaces where they feel truly appreciated and supported. In today’s fast paced dental environment, team engagement and alignment are critical to practice success. In fact, dental offices thrive on Teamwork.
Growth conferences, when done with purpose and care can become a powerful tool for dental offices managers to build a stronger, connected and committed Team. Far beyond the old model performance review- these one-on-one conversations offer a change to truly see and support each team member- not just for what they do but for who they are and who they want to become. When employees feel heard, valued, and guided they’re far more likely to stay, grow and give their best. They allow office managers to lead with greater insight into individual team members, and recognize their effort and guide the team toward their highest potential.
Traditional performance reviews often fall short – they can feel transactional, awkward or even dreaded. Oftentimes, salary reviews are linked to performance reviews which can put everyone ill at ease. Tying salary discussions to these reviews only adds to the tension, diminishing their effectiveness. Growth conferences and salary reviews should not be linked. Compensation adjustments are evaluated based on a review of net profit, practice growth, and the contributions of individual team members.
Here are some recommendations on conducting growth conferences that shift from evaluation to inspiration.
New Employees
For new team members, the onboarding phase is pivotal in establishing rapport and mutual expectations. Renaming this period as a “get-acquainted period” can set a positive tone and help new hires integrate seamlessly into their roles. Consistent end-of-day feedback in the first week lays the foundation for open communication, while weekly check-ins during weeks two to four strengthen the process. These are brief “check-ins” at the end of the day.
Here are some suggestions on questions to ask a new employee at the end of the day for weeks 1 through 4:
- “How was your day today?”
- “What worked well for you?”
- “What could we have done to support you better?”
Providing a balance of positive reinforcement and constructive feedback during these conversations can help ensure the new employee starts on the right path and avoids developing counterproductive habits.
At the conclusion of 30, 60, and 90 days, growth conferences lasting 20-30 minutes offer critical moments to reflect on progress, address challenges, and inspire collaborative solutions.
Biannual Growth Meetings with Existing Team Members
Biannual growth conferences offer a meaningful and structured opportunity for review, goal setting and alignment between employee and leadership. Unlike top-down performance reviews, these conferences are designed to be collaborative – encouraging both the employee and employer to engage in open honest dialogue about performance, goals and professional development.
Each session begins with a self-assessment completed by the employee, allowing them to consider their contributions, strengths challenges and future goals. This self-evaluation forms the foundation for a more balanced conversation. The employee has an opportunity to share their concerns, where they feel they need more help and where they would like to see opportunities for growth.
Both parties understand that salary considerations are not a part of this meeting. These bi-annual meetings should be scheduled for thirty minutes, first thing in the morning. This time needs to be considered important, uninterrupted time.
By meeting twice a year, these conferences help keep communication consistent. They help the employee feel their contributions matters. Growth conferences create space for recognizing achievements and acknowledging them together. They also allow employees and employers to share concerns and agree on actions.
Growth conferences also create opportunities to align personal and professional development with the practice’s goals. For instance, a dental assistant interested in digital imaging could be encouraged to pursue specialized training, enhancing their expertise while benefiting the practice.
These dialogues reveal untapped potential and inspire team members to take ownership of their professional journey. Shifting the focus from evaluation to inspiration transforms these interactions into meaningful connections that drive both personal fulfillment and organizational success.
Ultimately, biannual growth conferences strengthen team dynamics, build trust and inspire ongoing personal and professional development – leading to a more engaged, motivated and high performing team.
Final Thoughts
Far beyond the old model of performance reviews, these one-on-one conversations offer a chance to truly see and support each team member- not just for what they do, but for who they are and who they want to become. When employees feel heard, valued and guided, they’re far more likely to stay, grow, and give their best.
When an office manager nurtures new employees with frequent growth conferences and leads biannual growth conferences with existing employees, they demonstrate a genuine investment in each team member’s success. The office manager creates a strong culture of accountability and appreciation which boosts morale, reduces turnover and elevates the entire practice.
In a profession where turnover can disrupt both patient care and practice culture, growth conferences provide a pathway to deeper engagement, stronger performance and long-term loyalty.
