The word “private” is defined by the Merriam-Webster dictionary as “carried on by the individual independently of the usual institutions, restricted to the individual or arising independently of others.” This precise definition captures the essence of what it means to have a private practice. In a single word, “independent,” the meaning of private practice is encapsulated. But is this independence a good thing?

We are currently navigating a healthcare culture where most practices, whether medical or dental, are not private. The shift toward corporately owned practices is understandable from a fiscal and management perspective. Owning a private practice is not for the faint of heart. It demands not only the skill to perform the actual clinical work—whether surgical, technical, or communicative—but also the ability to wear multiple additional hats.

A typical day in private practice dentistry involves more than providing excellent patient care. It includes managing a team, maintaining and monitoring equipment, staying updated on the latest technology and academic studies, overseeing financial obligations, and being a visionary for the practice’s future. This requires tremendous personal resources and dedication. Additionally, the responsibility extends to providing for the families of both the team and the owner—a significant burden.

So, why would anyone choose to take on all these responsibilities? It can indeed be a heavy load. This burden may explain why dentistry ranks second for the highest suicide rates among professions, just behind medical doctors. The weight of these multiple roles drives many toward corporately owned practices. When a corporation owns the practice, the doctor’s role can be reduced to just treating patients—without managing the team, maintaining equipment, or handling financial obligations.

But if it sounds too good to be true, it probably is. Corporately owned practices are driven by the need to benefit shareholders, who prioritize profit over patient care. Shareholders have little interest in the ethical treatment of patients or the quality of care provided. Consequently, the doctor’s focus shifts to profit, which can be a significant departure from a career dedicated to compassionate and ethical patient care.

How can a private practice dentist manage the responsibilities and see them as a gift rather than a burden? I’ve found that by not doing it alone, I’ve been able to appreciate the honor of having a private practice. Although the term “private practice” implies solo ownership, it doesn’t necessarily mean doing it all alone. For nearly 15 years, I struggled alone, feeling beaten down and on the brink of quitting dentistry. Then, I found a coach who transformed my perspective. He introduced me to the possibility of joy in private practice ownership.

I learned to lean on my husband for support, seek team members who shared a commitment to the practice and our patients, and connect with like-minded professionals who could offer solutions and encouragement. One of the best resources he introduced me to is the Academy for Private Dental Practice (APDP). The APDP is a community of private practice dentist owners from across the nation who gather annually to discuss, encourage, and mentor one another in our profession. It has been a source of support, inspiration, and fellowship, helping me become a better leader, business owner, healthcare provider, and dentist.

Private practice doesn’t have to mean going it alone. The Academy for Private Dental Practice is a crucial network of support, enabling me to be interdependent within my independent practice.