In the world of dentistry, we wear many hats: we are clinicians caring for patients, CEOs running our practices, trainers for our staff, and even psychologists navigating office dynamics. Among these roles, the most challenging—and often the least expected— is that of a leader.

Leadership doesn’t always come naturally; it often requires learned skills. As young dentists, we are thrust into the business world without a full understanding of the risks associated with poor leadership.

The Importance of Understanding Business Metrics

A successful leader must grasp essential business metrics. Without knowledge of our numbers—such as the acquisition cost of a new patient or the lifetime value of a patient—we risk making uninformed decisions. This ignorance can lead to unnecessary spending on advertising and unrealistic expectations for our practices.

Often, we find ourselves focused on minor expenses, like shopping for disposable supplies, rather than investing time in strategic initiatives that can transform our practices. For instance, embracing a digital workflow can streamline procedures and enhance overall efficiency.

Prioritizing Patient Care

As clinicians, we’ve taken an oath to care for our patients, but that doesn’t mean we must take on every case that comes through the door. For example, if a patient arrives with a bag of dentures, our goal shouldn’t be simply to create a “better” set. Likewise, if a patient brings in photos of celebrity smiles, we should carefully consider whether we can meet their expectations before committing to the case. Trying to be the dentist for everyone can lead to stress, burnout, and ultimately, diminished quality of care.

Leveraging Technology for Competitive Advantage

In today’s competitive landscape, many aspects of dentistry have become commoditized. However, technology offers us a way to enhance productivity and differentiate our practices. Tools like wireless digital scanners and instant smile simulations can set us apart from the competition. When patients come to us, they expect competency in our clinical skills, but our service can shine when we integrate cutting-edge technology into their experience.

As Ralph Nader wisely stated, “The job of a leader today is not to create followers. It’s to create more leaders.”

Investing in Team Development

We often rely on our team as an extension of ourselves. However, are we truly investing in their growth? This might involve attending clinical courses or engaging in personal development training that helps the entire team understand each other as individuals. When discussions of low morale arise, it’s often because opportunities for fun, understanding, and growth are lacking. In a competitive job market, neglecting our team’s development poses significant risks to our practice.

The Greatest Risk of All: Neglecting Your Own Development

After sharing strategies for business growth, I want to highlight the most significant risk: failing to develop yourself. The growth of our practice is closely tied to our personal growth—our mindset, relationships, and overall investment in ourselves.

When was the last time you took spontaneous time off just for yourself? The last family vacation doesn’t count. When did you last learn something new purely for enjoyment? A course on All-on-4 procedures doesn’t fit this category.

Have you vented about your frustrations and burnout on social media? While we may not anticipate burnout, many people experience it. Instead of seeking “free advice,” consider turning to experts for guidance.

Personally, I work with several mentors for my growth, bringing my challenges to them for swift solutions. Speed is essential to growth. Let’s focus on minimizing our risks while optimizing the opportunities that lie ahead.