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Zach Shelley has been the Office Manager of a Mega-location for the past 5 years, but before that he understood dentistry from a different lens- the dental lab. Throughout his dental journey, he's learned some key takeaways that we can learn from in the dental world. Listen in as he shares his wisdom, and how he manages a location with 26 chairs, 5 doctors (2 Pediatric), and a team of 50 people. Check out more from him, found in his Facebook group: The Dental Office Manager Leadership Network - for Doctors, OMs, and anyone aspiring for more leadership. Also connect with us at www.DentalSuccessNetwork.com or www.AddisonKilleen.com.
Today, we'll hear about: A business owner deciding on fair compensation for his office manager A young leader who was promoted after a tragedy A woman trying to get her branch managers aligned with the company mission A business that gets 90% of its revenue from one customer Next Steps:
I'll never forget the first time I sat down with a dental insurance representative, and started asking questions. I began with questions based on all the “false information” that had been thrown at me through the years regarding PPO contracts, such as: “sending in fee-for-service (FFS) fees increases PPO reimbursement rates”, or “you can't upgrade patients on PPO plans” and many others. Her response to my questions was very interesting and not what I expected.Support the show
We're diving into a topic many practice managers quietly struggle with—what happens when your team feels more like friends than employees? Dana and Sandy tackle a heartfelt listener question: “How do I manage a team I've been friends with for years?” Whether you were promoted from within, or made the mistake of hiring a friend, this episode will help you maintain professionalism without sacrificing connection. You'll learn how to: Lead with warmth while keeping your edge Set clear boundaries and expectations Avoid favoritism and cliques Stay approachable without losing authority Create protocols that do the talking for you
In this episode, Audrey “Sunshine” Monke chats with Amy “Glitter” Bolton about her long career as a year-round GAC staff member serving as our Office Manager and Registrar. Glitter's is the friendly voice most parents hear when they call the GAC office. Glitter's GAC story started in 2001, when she joined our staff as an […] The post Episode 82: Creating a Happier World with Glitter appeared first on Gold Arrow Camp - California Summer Camp and Traditional Sleepaway Camps for Children.
This episode is dedicated to honor the memory of Barb Ziegler, the founder of The Trailhead Community. "We are here to celebrate tonight, the opening of this building...we are not at the end of the trail. We are still working on making the trail longer, stronger, and more connected for more people to help solve the greater problem in this community {independent living for IDD adults}." This episode revisits The Trailhead Community at their building opening and ribbon cutting ceremony. If you hear any background noise or laughter, that's because this episode was recorded LIVE in the lobby of The Trailhead Community building in April 2025! In this conversation, Devon Tilly and co-host Matt McMullen chat with various partners at The Trailhead Community! Featured Guests: At 17, James Harper's stepfather told him, “James, you should find a sales job—you could sell anything!” Fast forward 17 years, and sales became his calling. Over the last 10 years, he has sold over $30 million in B2B marketing services and successfully exited two bootstrapped companies. His expertise and passion lie in helping B2B companies scale through effective outbound sales strategies that deliver results. He believes small businesses are the backbone of the economy, and entrepreneurship is its driving force. His mission is simple: to create opportunities that convert. He helps companies scale by blending sales, marketing, and operational strategy. He doesn't just focus on growth—he makes it sustainable by refining operations, improving team performance, and creating scalable systems. If you're looking to grow smarter, not just harder, he's someone worth connecting with. Jeans Mobley worked as an Office Manager for an accounting firm for several years after college. She realized the accounting world was not the best fit and she decided to leap into the nonprofit world with Trailhead Community. Her degree is in Communication with a minor in Leadership Studies. Communication makes the world go 'round! She is passionate about making Trailhead the model for neuro-inclusive housing and building a community that supports one another's ability to thrive. Jim Shipton was born in the Midwest and raised in Story City, Iowa, the heartland as they call it. He loves being from a small town where you have an opportunity to participate in all aspects of life. Jim played football, basketball, golf and learned to work hard in the farming community. He completed one year of undergraduate civil engineering at Iowa State University before transferring to Colorado State University where he met his future wife and received a Bachelor of Science degree in Landscape Architecture. Upon graduation he and his wife, Denise, moved to the San Diego area for several years, gained valuable experience and his first license in 1992, before moving back to the Denver Metro area. He has been delivering his exceptional services to owners and developers in the western region of the US for the last 35 years. Currently he and his wife live in Littleton where they are trying to figure out how to become empty nesters. Jim enjoys outdoor activities, skiing, golfing, camping and all things Ford Bronco. Halie Behr of Behr Benefits is a force of nature in the auction industry, bringing forth the high energy and electricity to fire up a room and keep everyone engaged all night long. As the proud founder and lead auctioneer of Behr Benefits, Halie has spent the last decade raising millions of dollars for charities all over the U.S. Behr is a three-time champion auctioneer, becoming the first and only in history to win both the International Junior Auctioneering Championship in 2013 and the women's division of the International Auctioneering Championship in 2023, competing against the very best in the industry on the world's largest stage. Halie holds the title of Denver's favorite Fundaneer, bringing an unparalleled sense of enthusiasm and passion to maximize fundraising results at benefit auction events. Click this link to see previous episodes over The Trailhead Community. Keep up with the Art of Construction (AOC) podcast on Instagram, Facebook, and LinkedIn! Subscribe to us and leave us a review on Apple Podcasts or Spotify!
Vinnie chats with a marketer who didn't start her professional career in marketing but in hospitality. Now Marketing Manager at Logicalis, Morgan Wilkinson, shares with us her hospitality experiences that have shaped her entire approach to B2B.
Tracy was headed down to Utah County a few months ago, listening to one of our favorite talking heads interview an author, Annie Jacobsen, on a book she wrote titled, “Nuclear War.” She ended up buying the book for me to read, and it was very eye opening. I love reading books and finding what I call “crossovers” to what I see in our profession, and such was the case here.Support the show
When I first started my dental practice, back in 1989, most dentists helped each other out. There existed a sense of community that was evident, even within our state dental association. They actually had a “new dentist” committee that was really helpful. The association leadership would assign someone as a mentor, which was also really helpful. Back then, it seemed like as long as a dentist was proficient at caring for his or her patients, stayed up-to-date on advancements in the industry, and was active in the community, one could be reasonably assured of making a good living. The problems and issues facing dentists were fewer. It wasn't uncommon for dental teams to work together for many years. Back then, the pace of change was very slow, comparatively speaking.Fast forward to today. The pace of change is difficult to keep up with. The problems we are facing in dentistry are larger, though maybe not completely different. Support the show
We identify what the top ten concerns dentists face every day with running their dental practices, and where to find the answers to run their dental businesses profitably. Support the show
Join us for a special IALEIA update with guest Alexander Gulde, IALEIA's Election Chair, as we break down the recent election results and discuss leadership transitions within the association. We dive into voter turnout, the importance of professional engagement, and the role of certification among board members. Plus, Alex shares his personal career update—moving from Tallahassee to California for a new role as a federal intelligence analyst! As we gear up for the upcoming IALEIA Conference in Vancouver, Alex previews what to expect and announces a special podcast recording from the event. If you're attending, be sure to find him and share your insights!
In this episode of Stories from the River, Charlie Malouf welcomes Gabby Cobos, the new general manager for the Salisbury, North Carolina store, which has been recognized as the 2024 Ashley store of the year. Gabby shares her unique journey from Ecuador to the United States, settling in Orlando, Florida, where she began her career with Ashley Corporate. She started as a customer service representative and worked her way through various roles, including Office Manager, Sales Manager, and General Manager. Her passion for training and development led her to serve as a regional trainer for Ashley in Florida, responsible for onboarding and developing Memory Makers across 26 stores. Gabby shares that she has even been the host of a podcast. During her tenure at Ashley Furniture, Gabby also was able to interview three people for their own, internal podcast, called Ashley Spotlight, which was shared internally via their intranet on Ashley Discovery. Gabby's transition to Broad River Retail as a General Manager is driven by her belief in continuous growth and a passion for furnishing life's best memories. She appreciates Broad River's culture, their emphasis on words like "Memory Maker" and the value placed on personal development. Gabby is excited to be part of a company that aligns with her values and offers opportunities for professional growth. Gabby shares her goals for 2025 along with her habits that serve her well (like practicing gratitude and positive affirmations) and the best advice she's received. She's looking forward to investing in herself in 2025 while making a significant impact at the Salisbury store. Gabby encourages others considering a move to Broad River to take the leap, highlighting the culture and sense of being part of something bigger. Additional Resources: Loving Our Memory Makers - The Power of Memory Maker Appreciation Week! - https://www.youtube.com/watch?v=T7_-ZVZlnq0 This episode on YouTube: https://youtu.be/oGwTfbOBpVQ Visit https://www.storiesfromtheriver.com for more episodes. Broad River Retail brought this show to you. Visit https://BroadRiverRetail.com Follow us on LinkedIn: https://www.linkedin.com/company/broad-river-retail
In this episode of Stories from the River, Charlie Malouf welcomes Gabby Cobos, the new general manager for the Salisbury, North Carolina store, which has been recognized as the 2024 Ashley store of the year. Gabby shares her unique journey from Ecuador to the United States, settling in Orlando, Florida, where she began her career with Ashley Corporate. She started as a customer service representative and worked her way through various roles, including Office Manager, Sales Manager, and General Manager. Her passion for training and development led her to serve as a regional trainer for Ashley in Florida, responsible for onboarding and developing Memory Makers across 26 stores. Gabby shares that she has even been the host of a podcast. During her tenure at Ashley Furniture, Gabby also was able to interview three people for their own, internal podcast, called Ashley Spotlight, which was shared internally via their intranet on Ashley Discovery. Gabby's transition to Broad River Retail as a General Manager is driven by her belief in continuous growth and a passion for furnishing life's best memories. She appreciates Broad River's culture, their emphasis on words like "Memory Maker" and the value placed on personal development. Gabby is excited to be part of a company that aligns with her values and offers opportunities for professional growth. Gabby shares her goals for 2025 along with her habits that serve her well (like practicing gratitude and positive affirmations) and the best advice she's received. She's looking forward to investing in herself in 2025 while making a significant impact at the Salisbury store. Gabby encourages others considering a move to Broad River to take the leap, highlighting the culture and sense of being part of something bigger. Additional Resources: Loving Our Memory Makers - The Power of Memory Maker Appreciation Week! - https://www.youtube.com/watch?v=T7_-ZVZlnq0 This episode on YouTube: https://youtu.be/oGwTfbOBpVQ Visit https://www.storiesfromtheriver.com for more episodes. Broad River Retail brought this show to you. Visit https://BroadRiverRetail.com Follow us on LinkedIn: https://www.linkedin.com/company/broad-river-retail
My Practice My Business and the UDA help Utah dentists score another big win with legislation. We cover what this bill means to dentists and the patients they serve, and our wish for all states to pass similar legislation. Support the show
In this episode of Management Unfiltered, Tito Albino, the AADOMS Multi-Location Office Manager of the Year 2024, shares his journey in dental practice management, highlighting the importance of building a strong management team and transitioning to multi-location management. He addresses the challenges of workplace dynamics and emphasizes the significance of trust and vulnerability in leadership. Tito's insights offer valuable lessons for both office managers and practice owners on fostering engagement and creating a successful, collaborative work environment.
Are you losing patients before they even walk through your door? Even with a great front desk team, calls go unanswered, details get missed, and new patients move on. In this episode of DEO's Growth Secrets, Jake Puhl talks with Abdul Jamjoom, CEO & Co-Founder of Arini AI, about a simple solution: an AI phone assistant that answers every call, collects complete patient information, and books appointments without adding to your staff's workload. If you want to fill your schedule and improve patient experience without hiring more team members, check out Arini AI.
It's no mystery with all who know me that I love what Walt Disney created, especially when it comes to customer service. I grew up watching the Wonderful World of Disney every Sunday at 6pm, eating dinner on a TV tray in front of an RCA 26-inch color television. I was so blessed…I am a Disney University Graduate, and we have incorporated their training in our dental practice, as well as our dental consulting company: My Practice My Business. We teach in our Clinical Business of Dentistry Training the importance of giving our patients, what we call, the Disney experience. No company does customer service better than Disney. Support the show
It's Roughly Quarterly time! Here is a refresher on the projects we tackled in 2024: Q1, Template Refresh, AAA 8: https://podcasts.apple.com/us/podcast/aaa-8-roughly-quarterly-template-refresh/id1476184074?i=1000646201883 Q2, Seek and Destroy Large FIles, AAA 20: https://podcasts.apple.com/us/podcast/aaa-20-seek-and-destroy-large-files/id1476184074?i=1000656340389 Q3, Subscription Audit, AAA 30: https://podcasts.apple.com/us/podcast/aaa-30-roughly-quarterly-subscription-audit/id1476184074?i=1000665982113 Q4, Email Signature Refresh, AAA 43: https://podcasts.apple.com/us/podcast/aaa-43-roughly-quarterly-email-signature-refresh/id1476184074?i=1000677451103 AAA 11, Office Cleaning Schedule: https://podcasts.apple.com/us/podcast/aaa-11-office-cleaning-schedule/id1476184074?i=1000648972658 I always love to hear from you: askanassistant.com Book a 1:1 with me: jesslindgren.com/coaching Lay your comments, questions, thoughts, and concerns on me. Have an awesome week! xo Jess Want a note from me and my IBM Selectric II typewriter? Write to me here and I'll type back soon: Jess Lindgren 4465 E Genesee Street STE 114 Syracuse, NY 13214
Listen to what Tracy and I are working on this year, and it's almost complete. Other states are copying what we are accomplishing here in Utah, and it's benefiting their dentist/association members, and the patients they serve. Go through our business trainings here at My Practice My Business and experience applications of state dental laws, and much more, for REAL practice profitability. Support the show
It's election season for IALEIA, and Jason Elder is joined by Alexander Gulde, IALEIA Elections Chair, to discuss the latest updates. Tune in to learn about the voting process, deadlines, and what to expect from this year's election. Plus, get the scoop on the upcoming LEIU/IALEIA Annual Training Event in Vancouver, BC! From key agenda topics to special training opportunities, we break down what makes this conference a must-attend event for analysts. Don't miss out—make your vote count and get ready for an incredible training experience!
Esteemed Colleague Vanessa wrote in to ask about whether they should allow dogs in the office. The answer is simple but nuanced. Let me know what you think! I always love to hear from you: askanassistant.com Book a 1:1 with me: jesslindgren.com/coaching Lay your comments, questions, thoughts, and concerns on me. Have an awesome week! xo Jess Want a note from me and my IBM Selectric II typewriter? Write to me here and I'll type back soon: Jess Lindgren 4465 E Genesee Street STE 114 Syracuse, NY 13214
Dear ADA, UDA, and All State Dental Associations,As many of you know, my wife and business partner, Tracy, and I have been strong advocates for both dentists and patients through our company, My Practice My Business (MPMB). Over the years, we've trained dental practices in Utah and across the nation on how to achieve profitability, even when participating in PPOs. Part of our training includes thoroughly understanding dental insurance contracts and state dental laws.We were the primary drivers of Utah's HB359 legislation—the Network Leasing, Down-Coding, and Bundling Protections Law—which protects dentists and patients from the overreach of dental insurance companies. I'm happy to report that we are actively working on additional legislation this year to help safeguard dental practices and the patients they serve.Unfortunately, the dental profession continues to face challenges that highlight a disconnect between the priorities of our professional associations and the concerns of practicing dentists. Membership in associations like the ADA, UDA, and other state dental associations is declining, and it's not just due to financial pressures. The real issue lies in the misalignment between the needs of dentists and the actions of the associations that claim to represent them.In this podcast are examples that illustrate this disconnect...Support the show
Episode Title: Do You Really Need an Office Manager? Episode Description: In this episode of The Dental Drill Bits Podcast, Sandy and Dana tackle one of the most common dilemmas for dental practice owners—Do you really need an office manager?
Esteemed Colleague Lauren wrote in to ask about a pet peeve in the office relating to adapters, and asked if I could relate. COULD I EVER. Lauren, you're not alone, and I hope my commiseration (and solution) prove helpful. I always love to hear from you: askanassistant.com Book a 1:1 with me: jesslindgren.com/coaching Lay your comments, questions, thoughts, and concerns on me. Have an awesome week! xo Jess Want a note from me and my IBM Selectric II typewriter? Write to me here and I'll type back soon: Jess Lindgren 4465 E Genesee Street STE 114 Syracuse, NY 13214
I just saw an article stating the “Washington State Dental Association (WSDA) is coming for Delta Dental of Washington (DDOW).” The name of the article is called, “Putting patient Care First: Fixing Washington's Broken Dental Benefits System.” They stated that it's “the battle over dental benefits.” Well, they got it partially correct.When I read the article to this point, I started to get a little bit excited. I began to think that they finally got it. They understood that DDOW is coming between the dentist's ability to deliver quality dentistry to their patients. I began to think that WSDA finally understood what was meant by the term LEPAT (least expensive professionally accepted treatment) and how dentists could offer MEPAT (more expensive professionally accepted treatment) dental services without interference from DDOW. I was disappointed when my eyes passed to the next sentence.Support the show
A saint who serves as the Office Manager for Abba's Heart Counseling, Joe Mabe shares how clinical therapy can help make "all things new" when it is strategically conducted by God's Holy Spirit. If you are struggling to overcome exponential brokenness, please visit abbasheartcounseling.com!
With the beginning of a new year, I decided to Google what the top three concerns were for dentists in their practices. What resulted was interesting. The top three to five concerns tended to center around the business entity answering the questions on Google, and it's worth reporting. The top concerns and solutions vary with who is being asked: consultants vs. software companies vs. the ADA all seemed to have different answers. Having said that, I believe I've narrowed down the concerns with one simple answer to all of them, and that answer is “procedural profitability.” Here we go.Support the show
Wondering how to ease the burden and stress off yourself as the doctor? In this week's rerun episode of Dental Drill Bits, Michael and Sandy are exploring the universe of responsibilities that come with the role of an office manager in a dynamic and demanding dental practice. They break down the essential duties that will keep your practice running smoothly without the added headache. What You'll Learn in This Episode: Understand the scope of day-to-day activities a dental office manager oversees. Discover the role an office manager plays in shaping employee and patient relations. Uncover how essential marketing, compliance, and staff training duties fall under the office manager's purview. Realize the importance of clear and consistent communication between the office manager and the doctor. Appreciate effective strategies for cultivating excellent customer service and patient relations skills. Gain insights on the significance of consistency and communication in propelling the practice forward. Learn useful tips for avoiding burnout and strategies to find the right fit for your office manager role. Tune in to this episode of Dental Drill Bits and boost your dental practice's effectiveness, efficiency, and overall success with an office manager! (This episode originally aired on 1/3/2024) Sponsors: Do you need a new website or marketing agency with no long-term contracts? Visit DocSites' website here and be sure to mention this podcast episode for a special deal! https://www.docsites.com/landing-pages/ddb/
In this rerun episode of Dental Drill Bits, Sandy and Michael delve headfirst into the crucial role of an office manager in your dental practice. Listen as they unlock the job description of a successful manager and explore how imperative it is for dentists to identify potential talent hidden within their teams while filling this impactful role. Sandy and Michael dissect the cardinal role of duplication skills in a manager's toolbox and how this skill can set apart a thriving practice from a struggling one. What You'll Learn in This Episode: Understanding the crucial role and job description of an office manager in a dental practice Identifying and fostering talent within your team for the office manager post What are duplication skills and why are they important in office management? Strategies and tips for successful office management Overcoming common challenges faced by office managers. Tune in to today's discussion and transform your dental practice with a brilliant office manager! (This episode originally aired on 12/27/2023) Sponsors: Do you need a new website or marketing agency with no long-term contracts? Visit DocSites' website here and be sure to mention this podcast episode for a special deal! https://www.docsites.com/landing-pages/ddb/
I'm beginning to wonder if some dentists who serve in dental associations are just there for new plaque of recognition to hang on the wall. Don't get me wrong, I know they put in time to serve, but are they effective leaders, or just going through the motions?Support the show
The Lawyer Stories Podcast Episode 209 features Jo Stephens, CEO at Law Firm Sites, a digital marketing and web design agency specializing in helping law firms of all sizes thrive online. Jo shares with us that she has been in several different roles at Law Firm Sites, including Office Manager, Project Manager, and Director of Development. In 2017, Jo became the COO, and she finally took over as CEO and purchased the company in the fall of 2020. Jo managed to go back to school to work on her degree, raise her son, and donate time to her local community. Jo has helped build Law Firm Sites, Inc. from a few staff members working in a basement, to now over 35 employees. Law Firm Sites has even offered to build and manage a new website for Lawyer Stories and we are grateful for this opportunity!
In this final episode of our MedCerts series, Michael chats with Jenny Story, Office Manager and Co-Owner at Story Family Medicine in Idaho, and Jennifer Kolb, Vice President of Partnerships and Workforce Development at MedCerts. Together, they discuss the unique community Story Family Medicine serves, the challenges it faced in finding new talent, why it partnered with MedCerts to deploy a phlebotomy certification course to help fill that role, how MedCerts partnership models help to bridge talent gaps in rural health, and much more. This episode and the entire series are sponsored by MedCerts. For more information, visit partners.MedCerts.com.
Today I'm sharing two career stories and a short break down of why and when these are a good fit for the women I met recently and how when we understand ourselves better, we can start heading in a better career direction ourselves. Say hi to me on IG www.instagram.com/careerintechnicolor Work with me https://calendly.com/careerintechnicolor/coachingsession If you enjoyed this episode, share it with someone you know! Sending love, Baiba
From a simple idea sparked by a friend's call for help to leading a 10,000-member organization, Heather Colicchio transformed the landscape of dental office management. In this episode, Heather Colicchio discusses the founding and growth of the American Association of Dental Office Management, which supports dental office managers by providing essential business education and fostering a strong, supportive community. Recognizing a lack of resources for dental office managers after a friend's struggles with running a practice, Heather transitioned from being an entrepreneur with a chain of cafes to leading AADOM, now the largest organization of its kind with over 10,000 members, and she envisions the organization continuing to lead in education and professional development as the dental industry evolves toward integrated, care-convergent models. Tune in as Heather Colicchio reveals how AADOM is shaping the future of dental office management with essential education, community, and leadership insights! Resources: Connect with and follow Heather Colicchio on LinkedIn. Follow the American Association of Dental Office Management on LinkedIn, Instagram, and YouTube, and discover their website! Register for the AADOM annual conference here! Watch the entire episode on YouTube and get more details at Think Oral Health.
Esteemed Colleague Julie wants to know what I'm using for a laptop bag these days, and what she might consider for herself. I always love to hear from you: askanassistant.com Book a 1:1 with me: jesslindgren.com/coaching Lay your comments, questions, thoughts, and concerns on me. Have an awesome week! xo Jess Want a note from me and my IBM Selectric II typewriter? Write to me here and I'll type back soon: Jess Lindgren 4465 E Genesee Street STE 114 Syracuse, NY 13214
"How to Scale a Membership Program to 365 Members in Just One Year: Lessons from Pioneer Valley Dental Arts"Read my article for this podcast!Summary:In this episode of The Automatic Patient Podcast, host Jordon Comstock chats with Gina Kiner, Office Manager at Pioneer Valley Dental Arts, about her incredible success in growing their patient membership program to 365 active members in just one year. Gina shares her strategic insights, emphasizing the power of empowering clinical teams to promote the membership program alongside the admin staff. Together, they discuss the importance of patient experience, the role of membership plans in reducing financial barriers, and how effective communication fosters trust and treatment acceptance.Key highlights include:How integrating clinical teams into the financial discussion boosts program adoption.The importance of creating seamless patient experiences and building trust.Specific strategies used to educate both uninsured and insured patients about the membership program.The overwhelmingly positive feedback from members and how it fuels continuous improvement.The significant advantages of membership plans over PPOs, including increased treatment acceptance rates and simplified processes.Whether you're looking to enhance patient care, boost recurring revenue, or learn actionable tips for scaling a membership program, this episode offers invaluable advice from a practice that's successfully done it.How to Scale a Membership Program to 365 Members in Just One YearJordon Comstock - BoomCloudapps.comAutomatic Patient Podcast
This is about the Ancuram Family Medicine Team, Best of Pine Island Winner 2024. The team includes Dr Daniel Hanley, his wife, Nadia Hanley, Alisha Hatch, Nurse Practitioner, Dorothy Holy, Office Manager, Naye Cedeno, Medical Assistant and Phlebotomist, Joy Stafford, RMA and Phlebotomist, Latricia Dick, Medical Assistant, Abbey Mrozinski, Medical Assistant and Leah Miller, Front Desk. Dr. Hanley's approach tends to be practical, common-sense oriented, and logical. He is results-oriented - as he says, “the proof is in the pudding.” He takes a holistic, empathic view of the patient, as well as their living and support situations. To listen to the podcast, use your favorite podcast app or go to our website, https://pineislandexperience.com For more information, email pineislandexperience@gmail.com
Does your exec serve on a dizzying number of boards? Does the cadence of the meetings stress you out? You've got this! Give Ask An Assistant #45 a listen (that's this one), take some notes, and get your exec's board of directors service wrapped up in a nice, tidy little package. With a bit of proactive maneuvering, managing board meetings, travel, and follow up can be a breeze. I always love to hear from you: askanassistant.com Book a 1:1 with me: jesslindgren.com/coaching Lay your comments, questions, thoughts, and concerns on me. Have an awesome week! xo Jess Want a note from me and my IBM Selectric II typewriter? Write to me here and I'll type back soon: Jess Lindgren 4465 E Genesee Street STE 114 Syracuse, NY 13214
There's an old saying, "those who know the least always yell the loudest." In this episode we dissect a dental networking thread from FaceBook, and and invite the majority of commenters to the 2025 Utah Dental Association Convention on Friday from 11:45am to 1:45pm. In this presentation you will experience a live audience presentation of the My Practice My Business Round Table Series: The Dental Insurance Round Table. This discussion will be placed on the MPMB YouTube channel.In this presentation you will hear from several of the major dental insurance provider representatives, and their comments on upgrading, rules for offering value-added services, and literally have a "brain shock" on what you thought were the rules of engagement when it comes to insurance contracts. You'll also learn about state laws, and how to apply them for procedural profitability. In other words, all the comments in this podcast from the social media thread will be displaced with fact and truth.This will be a "don't miss" meeting for dentists and their front office team members.Support the show
In this episode, Matt Brown and Dr. Andrew Vallo discuss the vital role of office managers in dental practices, focusing on leadership, goal setting, and effective management structures. They share insights on when to hire an office manager, how to find the right candidate, and the importance of motivating staff through clear goals and bonus structures. Tune in for valuable tips on creating a supportive environment that empowers office managers and drives practice growth!
Roughly Quarterly projects from 2024 Q1, Template Refresh, AAA 8: https://podcasts.apple.com/us/podcast/aaa-8-roughly-quarterly-template-refresh/id1476184074?i=1000646201883 Q2, Seek and Destroy Large FIles, AAA 20: https://podcasts.apple.com/us/podcast/aaa-20-seek-and-destroy-large-files/id1476184074?i=1000656340389 Q3, Subscription Audit, AAA 30: https://podcasts.apple.com/us/podcast/aaa-30-roughly-quarterly-subscription-audit/id1476184074?i=1000665982113 Q4, Email Signature Refresh, AAA 43 - that's this episode! I always love to hear from you: askanassistant.com Book a 1:1 with me: jesslindgren.com/coaching Lay your comments, questions, thoughts, and concerns on me. Have an awesome week! xo Jess Want a note from me and my IBM Selectric II typewriter? Write to me here and I'll type back soon: Jess Lindgren 4465 E Genesee Street STE 114 Syracuse, NY 13214
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Ask An Assistant episode 17, Good/Fast/Cheap: https://podcasts.apple.com/us/podcast/aaa-17-good-fast-cheap/id1476184074?i=1000653342484 Ask An Assistant episode 6, Time Split Talk: https://podcasts.apple.com/us/podcast/aaa-6-time-split-talk/id1476184074?i=1000644307125 I always love to hear from you: askanassistant.com Book a 1:1 with me: jesslindgren.com/coaching Lay your comments, questions, thoughts, and concerns on me. Have an awesome week! xo Jess Want a note from me and my IBM Selectric II typewriter? Write to me here and I'll type back soon: Jess Lindgren 4465 E Genesee Street STE 114 Syracuse, NY 13214
Today, we're diving into a topic that might be affecting your practice more than you realize: Is Your Office Manager Living the Peter Principle? Now, you might be wondering—what is the Peter Principle? And how could it apply to my medical practice? Let's break it down. The Peter Principle is a concept first described by Dr. Laurence J. Peter in his 1969 book, The Peter Principle: Why Things Always Go Wrong. It states that employees in a hierarchy tend to rise to their "level of incompetence." In other words, they get promoted based on their performance in their current role until they reach a position where they're no longer effective. In the context of a medical practice, this principle can have significant repercussions. Picture your Office Manager, someone who has been with your practice for years. They've handled scheduling, billing, and HR—wearing multiple hats as your practice grew from just a couple of physicians to a bustling team. But as the demands increased, their skill set may not have evolved as quickly. Suddenly, they're managing tasks beyond their capabilities, struggling with strategic planning, advanced budgeting, or navigating complex regulations. That's the Peter Principle at play. Please Follow or Subscribe to get new episodes delivered to you as soon as they drop! Visit Jill's company, Health e Practices' website: https://healtheps.com/ Subscribe to our newsletter, Health e Connections: http://21978609.hs-sites.com/newletter-subscriber Want more content? Find sample job descriptions, financial tools, templates and much more: www.MedicalMoneyMattersPodcast.com Purchase your copy of Jill's book here: Physician Heal Thy Financial Self Join our Medical Money Matters Facebook Group here: https://www.facebook.com/groups/3834886643404507/ Original Musical Score by: Craig Addy at https://www.underthepiano.ca/ Visit Craig's website to book your Once in a Lifetime music experience Podcast coaching and development by: Jennifer Furlong, CEO, Communication Twenty-Four Seven https://www.communicationtwentyfourseven.com/
We hear the words “goals” and “purpose” used frequently in business classes and corporate leadership training, but do we really know what they mean and how they are the same or different?One might ask if lacking a goal means the same thing as lacking a purpose. The answer is no. It's not the same at all.Support the show
The Bulletproof Dental Podcast Episode 373 TITLE: 1+1=3 The Power of Alignment and Delegation for You and Your Office Manager with Erika Pusillo HOSTS: Dr. Peter Boulden and Dr. Craig Spodak GUEST: Erika Pusillo, DAADOM DESCRIPTION In this episode, we welcome Erika Pusillo to the #1 podcast in the universe as we discuss the critical role of office managers in dental practices, emphasizing the importance of clear communication, regular meetings, and vision alignment. We'll explore office managers' challenges, including feelings of underappreciation and the need for specific recognition of their contributions. The conversation highlights the necessity of understanding business operations and profit management while fostering a supportive and collaborative environment within the dental practice. They discuss how to empower team members, shift mindsets for better leadership, and the value of investing in people. TAKEAWAYS The role of an office manager varies greatly between practices. Clear communication of expectations is crucial for success. Regular meetings help in proactive problem-solving. Alignment of vision between dentist and office manager is essential. Profit management requires understanding and collaboration. Appreciation should be specific and meaningful. Introverted office managers may struggle to communicate their contributions. Trusting your team is vital for business growth. Understanding each other's roles fosters a better working relationship. Be specific and clear about desired behaviors. Human relationships require hard work and communication. Acknowledge mistakes as learning opportunities, not failures. Shift your mindset to focus on gratitude and appreciation. Gifting educational resources can inspire and empower team members. CHAPTERS 00:00 Introduction to the Podcast and Guest 03:06 The Role of Office Managers in Dental Practices 06:02 Importance of Communication and Regular Meetings 08:45 Aligning Vision and Expectations 12:05 Understanding Profit and Business Operations 14:57 The Need for Appreciation and Recognition 20:52 Navigating Human Relationships in the Workplace 24:31 The Importance of Transparency and Communication 27:58 Empowering Team Members Through Training 32:39 Shifting Mindsets for Better Leadership 36:06 Recommended resources for Growth and Development in Leadership REFERENCES Bulletproof Summit Bulletproof Mastermind Bulletproof Health Retreat 2025
Summary This transcript is a conversation between Dr. Amy Vertrees, a general surgeon, and Carrie Glass, her office manager. They discuss the crucial role of an office manager in ensuring smooth operations, managing staff, handling patient interactions, and navigating various administrative tasks. Carrie shares her background and how she transitioned into the office manager role after gaining diverse experience in the medical field. They delve into the challenges of scheduling patients, managing late arrivals, collecting copays, and dealing with difficult situations. Keri emphasizes the importance of documentation, coding, and proper billing procedures to ensure timely reimbursements from insurance companies. They also discuss strategies for maintaining staff morale, addressing performance issues, and enforcing boundaries. Throughout the conversation, Keri's expertise and Dr. Vertrees' appreciation for her contributions are evident, highlighting the significance of a strong office manager in a successful medical practice. Chapters Introduction and Background Dr. Vertrees introduces Carrie Glass, her office manager, and highlights the importance of understanding the office manager's role. Carrie shares her background, starting in the medical field at a young age and gaining diverse experience in various roles before becoming an office manager. Managing Patient Interactions Carrie discusses her approach to managing patient interactions, including scheduling appointments, handling late arrivals with compassion, and explaining policies like copay collection. She emphasizes the importance of being a mediator between patients and providers, ensuring smooth communication and understanding. Staff Management and Morale Carrie shares her strategies for managing staff, addressing performance issues, and maintaining morale. She highlights the importance of open communication, being a team player, and creating a positive work environment through small gestures like buying lunch or allowing early departures on slow days. Documentation and Coding The conversation shifts to the importance of proper documentation and coding for successful billing and reimbursement. Carrie explains the pitfalls of incorrect coding, the need for accurate documentation, and the challenges of working with insurance companies' requirements. Revenue Cycle and Reimbursement Carrie and Dr. Vertrees discuss the revenue cycle, from scheduling and pre-authorization to coding, billing, and collecting payments. They highlight the importance of each step and the potential consequences of missing any part of the process, emphasizing the need for collaboration between providers and office staff. Relationship and Collaboration Throughout the conversation, the strong relationship and collaboration between Dr. Vertrees and Carrie are evident. They discuss the importance of mutual support, understanding each other's roles, and working together to overcome challenges and achieve success in the medical practice. Action Items Establish clear communication channels between providers and office staff to address scheduling conflicts, documentation requirements, and coding queries. Implement regular training sessions for staff on coding best practices, insurance requirements, and documentation standards to ensure accurate billing and reimbursement. Develop a comprehensive policy for managing late patient arrivals, addressing the root causes with compassion while maintaining office efficiency. Foster a positive work environment by recognizing staff contributions, offering flexibility when possible, and promoting team-building activities. Conduct periodic reviews of the revenue cycle process, identifying potential bottlenecks or areas for improvement, and implementing necessary changes to streamline operations. Encourage providers to document procedures using precise terminology aligned with coding guidelines to facilitate accurate coding and minimize denials or delays in reimbursement. Establish clear boundaries and enforce policies consistently, addressing performance issues promptly while maintaining open communication and offering support when needed.
If I had a dollar for every time a dentist has told me: “I believe in your training. I've talked with other docs who love what you've done for them. But, you need to convince my team that MPMB training is a good thing before I can sign up.” Dentists who do not take charge of their businesses have one thing in common. It simply comes down to a lack of leadership. It's almost like many dentists want to leave the business side to someone else. Unfortunately, that “someone else” is usually someone who doesn't hold a business degree, has been misled by dental consultants on many topics, and is overworked and underpaid. Support the show
New Patient Group™ (Formally known as the Doctor Diamond Club Podcast)
Send us a textClick here to receive the Navy Seals Trust vs. Performance for Free.Enter code "Trust" at checkout to access the above for free.Unlock the secrets to creating a powerhouse team in your healthcare practice with insights from Dr. Jep Paschal and office manager Lisa Tarino. They share their expertise on the pivotal role of trust in building high-performing teams, underscoring the necessity of hiring individuals you can depend on and letting go of those you can't. Learn how adopting a growth mindset, engaging in role-playing, and committing to continuous personal and professional development can transform your leadership and inspire your team to reach new heights.Join us for a lively Fireside Chat, where we delve into the dynamics of effective team management with Lisa and Dr. Paschal, two stalwarts of the orthodontic industry. Relive humorous and insightful moments from past episodes with guest speakers like Dr. Bob Skopak and Dr. Mark Olson while gaining practical advice on fostering a supportive and cohesive work culture. Discover how exceptional office management skills and memorable team experiences can cultivate trust and drive team success.Explore the profound impact of company culture and leadership through contrasting real-life experiences shared by Christina, highlighting the difference between a supportive, cohesive team environment and a toxic workplace. The episode emphasizes the critical role of leadership in building high-trust teams, managing HR challenges, and creating an empathetic, patient-centric environment. Gain valuable strategies for delegating tasks, fostering coachability, and turning feedback into growth opportunities, ensuring your practice thrives even in challenging economic times.
Rereleasing one of DAT's most popular episodes! What do office managers even do? Why is it important to have an awesome OM? Kiera is joined by Brit and the two are talking the best parts of having an office manager — and a good one at that. The two hit on the following topics: The one trait you need to be a successful OM Why your OM needs to be a numbers person How to be fair and respected as an OM What the ideal OM/doctor relationship looks like Plus a ton more! Episode resources: Reach out to Kiera Tune Into DAT's Monthly Webinar Practice Momentum Group Consulting Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast Transcript: The Dental A Team (00:05.806) Hey everyone, welcome to the Dental A Team podcast. I'm your host, Kiera Dent, and I had this crazy idea that maybe I could combine a doctor and a team member's perspective, because let's face it, dentistry can be a challenging profession with those two perspectives. I've been a dental assistant, treatment coordinator, scheduler, filler, office manager, regional manager, practice owner, and I have a team of traveling consultants where we have traveled to over 165 different offices coaching teams. Yep, we don't just understand you, we are you. Our mission is to positively impact the world of dental. And I believe that this podcast is the greatest way I can help elevate teams, grow VIP experiences, reduce stress, and create A -Teams. Welcome to the Dental A Team Podcast. The Dental A Team (00:51.352) Hello, Dental A Team listeners. This is Kiera and I've got Brittany. It's always weird to call her Brittany because in real life I call her Britt all the time. But Brittany Stone is one of our incredible consultants. If you don't know her, you must get to know her. Britt is all things goodness. She's great at listening. She's great at consulting. She's great at spotting problems. She's great at coaching people up. If you haven't heard her podcast in the past, go listen to them. They are fan -freaking -tastic. So I'm excited to podcast with her today. Britt, how are you today? I'm doing good. It's a rainy day in Arizona, which for us is a treat. So I'm enjoying it. That is a unicorn of a day for you in Arizona. remember those days. And people just stop driving. They don't go anywhere. I remember people didn't even want to go to the movies when it rained. And I was like, what? It's just raining. I know. They don't like to get wet. And they're like, this is out of the ordinary. It throws them off. They don't know what to do. It does. And I will say, I did not believe that Arizona had monsoons. I was like, you guys are ridiculous. No, they have monsoons because the earth does not accept any water. It's the desert. like hands up in the air. No way Jose not taking this. And gosh, like you can flood those streets real fast. It's crazy. And Arizona raindrops are different than I also lived on the East Coast in Northern Virginia. That's like usually like a misty rain and Arizona raindrops are rather large also. So you will get real stoked real fast. So fast. can calm down. also didn't know about a Haboob. I thought somebody literally made that term up. I was like, what did you just say? Like those massive dust storms, I've been caught in them and you cannot see a thing when you're in one of those. So that's when people really shouldn't drive. I would agree. The Haboob warnings. was like, what? That when you take serious rain, you can still do it. It's fine. But if a Haboob is coming, stay out the road. It's just such a weird phrase. It's funny to me. But with that said, Britt and I wanted to just pop on and kind of do a riff today on like what a true office manager should do and the importance of hiring an incredible office manager because we gosh, we interview a lot of people for consulting. I put this out there because we are, we are always hiring consultants. So if you know of somebody, and you are a true office manager, you've been there, done that, know how to run it. We'll kind of give you guys a quick overview. we'd love to work with you. We do not hire ever. The Dental A Team (03:10.805) an office manager from a practice we've worked with no ifs, ands or buts period. Cause then like it's weird. One, we have a weird reputation and two, who wants to hire us? Nobody. It's just weird. We don't do that. So with that said, but if you know of anybody who's an amazing office manager, then they're done that that's we're always hiring. So please email us Hello@TheDentalATeam.com. we do train people to become consultants. had never consulted prior to working with us, but she had all the skills and all the tools. necessary to be an incredible consultant. Same thing with Tiffanie, same thing with Dana. And so with that, we found through the interviewing process, there's a lot of just weird shades of office management. Would you agree, Britt? I would agree. That's the best way to say it. It's one of those terms that's like kind of a catchall sometimes. And unfortunately, then for some doctors, they're like, well, do I really need an office manager? But I don't really know what that person does or how valuable they can be. For sure. And I think it's also like, I was just talking, I think it was with Tiffany yesterday. And I said, honestly, if I had a business coach come into our company, Shelby's amazing guys. I'm not going to lie to you. Shelby is a freaking rock star when it comes to operations. However, in that same vein, myself and Shelby have never ever, ever been operations managers in corporate America. I've been an office manager in a dental practice. I've been a regional manager in a dental practice so I can do dentistry like with my eyes closed, but corporate America, when we're talking running a virtual company. You have never have done that. So although I think that Shelby does amazing at what she does, I promise you, if I brought in a business coach, they'd probably look at our company and be like, Whoa, you guys need to put a few more systems into play. If you did this, this, and this, it'd probably be a lot easier. And Shelby and I would probably look at each other and giggle and high five and be like, well, sweet, now we know. Because we don't know even what that looks like. And I think that that's where so many doctors might think their office manager is like killer and amazing. But it might be because you've never really worked with a true office manager that would literally like blow your mind. Same thing with office managers. You may never have even known what it should be like to be a true office manager or what things you should be doing. And I think that that's sometimes unfair for office managers too, because like Britt said, you're kind of thrown into the position, catch all be all. You now are office manager. Good luck. No training book out there for you. So here we go. So Britt, let's kind of dive into like you went from hygienist, clinical hygiene. The Dental A Team (05:30.955) to office manager. So I feel like you really had a good learning curve and can really relate to this of like, what do office managers even do? Why is it important to have them, especially coming from a clinical side as well? For sure. And I think the biggest thing when it comes to office managers, because it is quite a catchall term, if I think about like, what's the thing that you really need to be successful as an office manager? And I think being a problem solver is probably like way up there on the list because ultimately I need to learn how pretty much everything runs. I need to understand even if I don't know how to do dentistry, I need to kind of have an idea of what that doctor is doing so I can make sure things are running smoothly. And there's no way anyone's going to know all of that information from the get go. So being able to really like gather information, problem solve, figure out what needs to be done, and then like systematize it so that things are getting done are huge. For sure. And I think it's like to do it simply as well, because so many office managers might see the problem, but then they might not actually solve it or alternatively, they're the solver for everything, which means the whole practice is rely on that one person. And then that person never gets anything done. And it's like always a bottleneck around that one office manager. So I agree with you, Britt. You've got to, as an office manager, be able to solve problems quickly and empower a team and know what even needs to be done. What system could you put into play? And it's either you've been there, you worked with a lot of practices, you hire a coach, or it's like the school of hard knocks trying to figure it out on your own and hashtag Shelby and I are in the school of hard knocks right now. it's tricky. like And we were looking, I literally have interviewed two different people for business coaches on operations just to help us out for the exact reason that we're talking about this, because we've never done it. We don't know. And so I love what you said, Britt. You've got to be a good problem solver. And I think building a plan that you can roll it out to the team. Shelby does a really great job of that. She's really fantastic at like, hey, here's the problem. I'm going to create a protocol, roll it out to the team. So it's very simple and then hold them accountable to it as well. The Dental A Team (07:48.513) And your managers are often like your, your implementers, right? And that's Shelby does really well with is like, all right, once we've got an idea, we've got a solution. Like how do we actually put it into practice and make sure it's workable? Yeah. So I think it's like around problem solving is what they should be doing. And doctors, this doesn't mean you create the solutions for them and then they go implement. You can do it together, but oftentimes it should be, you can go, here's the problem. Managers should be able to like, thank you, fantastic, I'll have an answer to you by Friday. And they've got a whole plan worked up of how they can solve it, who's going to be responsible. Here's the protocol and go and implement it from A to Z. Also think managers have to be really great communicators. And I would say fair and respected is a key, two key attributes of managers of being fair and being respected in the practice. So holding those accountability lines, holding your team to the standards and not playing favorites. But really being able to see what every person should do and where, like what are the KPIs they should be held to and where is the gap in their skillset? And can that be coached up? Can that be trained? That way they can actually be operating at the highest level and they know what that level is so you can keep coaching them towards that. Mm -hmm, agreed. And I think along with that, it comes with KPIs and team members. You're the ultimate, like you need to kind of have eyes on everything. doesn't mean you're in everything, but you've got either a KPI, a measurement, check -ins, like you've got your touch points to be able to know what's going on in the practice and be able to identify issues. And if you don't know what a KPI is and you're an office manager like I was, a KPI is a key performance indicator. And I've kind of coined it as like the vitals of the practice. So what's actually going to move your practice forward in the most simple vital pieces. So for example, You better know your AR. If you don't know what AR is, AR is aging report. So how much money is sitting in unpaid either claims or patient balances? To me, that's a vital KPI of your billing because if we don't have strong collections, which is going to tell me about our AR, if we're not sitting at about a 98 % collection rate, guess what? We are not going to be able to pay bills. So we need to absolutely watch that. It doesn't mean the office manager has to be your biller. It just means office manager needs to have eyes over that. The Dental A Team (10:11.885) and be able to know what the standards are and then help the team achieve that on a consistent basis, rather being like some months were low, some months were high, having more of that constant feed and understanding how those KPI dials are turned for every position and what they really need to do to get them to move forward. For sure. And that's where your problem solver hat comes on where it's like, all right, if this should be at 98 % and it's not happening, then we need to dig in and find out what's going on. And then be okay to have the conversation with your team member. If the team members know this is going to tie back to office managers also have to be great at setting clear expectations that are held consistently. So if your collection ratio should be 98%, you need to be able to have those conversations with your billing team and find out why are we not at 98%. What are the problems there? And for me, I feel like as a manager, Let's come in with a curious mindset, not a blaming mindset. I actually don't care why our collections are at 90%. I don't care whose fault it is. That's irrelevant to me. What I care about is this is the problem. We're at 90 % when we should be at 98%. Let's figure out what the root cause of that is. Let's create a system and a solution. My hunch is if you were sitting in a 98 % or a 90 % collection ratio, it's either we're not collecting over the counter. We're not processing our claims cleanly. So they're coming back and I'm having to resubmit a bunch of them. Or this is usually the number one is that that biller is not actually taking the time to work the AR consistently. So some days they'll like get in there, work it, and then they'll go for two or three weeks and then they'll get back in there and work it. And we don't have a set process and pattern set up to ensure that our collections are always staying high. But that's what we're talking about. Like knowing the KPI, diving deep into it, creating a solution. and then following back on it. And I think that that's so key of office managers. And to like loop from there, I think another key piece that office managers should do and know are practice numbers. Like you've got to have a little business savviness to you, which Britt, I'm super curious. How did you get your business like savviness within, we're talking like knowing overhead, knowing AR, knowing how you, like what you should be spending on supplies and labs. Like how did you learn that Britt from your? The Dental A Team (12:31.821) It was a combination of two things. So one on the job and two, I did study healthcare administration. So I did hygiene school and then I studied healthcare administration. So I learned some of the business side and then my dental, dental specific metrics, I learned on the job from learning from other people and just really wanting to watch those numbers and know where I should be. because I like to know what I'm trying to achieve. I don't like to feel like I'm just wandering, even if I might be doing well. So I wanted to find out where should I be at, what should I be meeting, what should I be reaching, what's healthy so that I could be confident in the job that I'm doing. Which I think is brilliant because for me, remember feeling as I had my first office management job, I always felt like I was seven days behind. Like I felt like no matter how fast I was running, no matter how hard I was running, I could never catch up. Like it just felt like a drowning. like downward spiral I was constantly in. And honestly, the reason why I feel like I was always there is because I didn't know what numbers I should be watching. I didn't know the business metrics whatsoever. And had I known those, I could have easily been proactively solving problems versus reactively doing it. Like I was like, shoot, we don't have a team member. I should place an ad. And I always felt like I was in this shoot moment of like, I didn't check in with a hygienist. Now I've got two ticked off hygienists because I didn't talk to them. we aren't even having team meetings, so we're not hitting our goals. we haven't even been doing insurance verification. It was just always reactive problems because I didn't even know the numbers to be watching to proactively be solving those problems. Yep. And then there's also the net like overhanging stress. I know a lot of our doctors that are learning more the business size or newer to practice ownership, they just feel like so stressed because they don't know what they don't know. And they just don't know what numbers to look at to feel confident or not. And so learning those numbers, either taking courses, like reach out to us, know, getting the resources you need to know what you should be watching, even just to diminish your overall stress. Cause I'll say, if I'm stressing about an unknown, like that stress is going to continue. But if I know what the issue is and I know how to fix it, I'm actually going to stress less about that thing. For sure. Even if it's a bad number, because you know, if it's a bad number. Yeah. The Dental A Team (14:51.309) So Britt, what are some of those like, let's dive into as an office manager, I feel like it's super important. We'll kind of just do a rift. have no, I have nothing in front of me. You might have something. This is just like off the top of my head. as an office manager, I think it's super important to one know your overhead because your overhead is going to you know the profitability of your practice. And if you're not profitable, doctor is going to be freaking out of their mind because they don't know if they have money or not. I actually don't care what your revenue number is. I actually care about what your profitability of the practices, because that's going to tell me, do you have positive cashflow or negative cashflow? I also think it's important to know. So we're going to overhead, then we're going to go into our collections. So your collection should be at 98%. And so within that overhead, we strive in the Dental A Team to have our practices sitting at least a 50 % overhead, excluding doctor salaries. So that means everything that it takes. to get a practice running. we're talking payroll, utilities, rent, supplies, labs, overtime, all of those things that should be 50 % or less every month. So if your practice that produces a hundred thousand a month, you should be $50 ,000 or less a month on those, all the things that take to operate a business. Then we try to have our doctor salaries around a 30%. So meaning if it's a hundred thousand, 30 ,000 is going out for doctor salaries. which then should leave us with about a $20 ,000 if it's a hundred thousand, 20 % should be sitting as quote unquote profit. Now that profit's also going to pay things like our debts. So if we have a comb beam and we're paying on that, but for me, I don't really love to have that. I like that comb beam debt to actually go in my overhead. And that's how I actually operate as a business. I know I'm not like a financial guru guys, but I will tell you it's very stressful if I don't put that comb beam expense into my overhead expense and I'm pulling it out of my profit. Because for me, I don't like to see that. like to have actually profit leftover at the end of the month with no more bills needing to be paid. Again, I'm no, no business guru, but for me, I hate the stress of like, great, we did so good, but I have all these extra bills that I didn't calculate in there, like student loans and things like that. I get that that might not be part of the office manager's thing, but as doctors, I personally like to have that in there and strive to have at least a 50 to 60 % overhead, including those. Britt, what about for you? Anything you want to add, change? The Dental A Team (17:08.016) It's okay if we have differing opinions on it, because I like people to know all viewpoints of whatever works best. No, I think you hit some great points. I'm going to tag along to that because you said, right, doctors may know some of these numbers, office managers may not know all these numbers. That can be, I feel like kind of like a funky zone sometimes on what information is going to be shared. I would really encourage doctors to give their office managers access to the numbers that they impact. which would be, think, your payroll, 100%. I should know what percent of my overhead is in my payroll for my team, because I'm usually managing hours. I'm managing overtime and making decisions that are gonna impact that number. Dental supplies, for sure, because whoever's ordering, I should be making sure they've got a budget, and if they're not in budget, then we should definitely be problem solving that. Office supplies, for sure, I've got direct control over that to see how we're using things, whether we're in budget or not. Marketing is another one. How much are we spending on marketing? That's something I could impact, right? And that might be a doctor office manager that we team up on it. But I'm going to watch all of those invoices from my lab a lot closer and any remakes or issues that we deal with and really fight for that money if I know I'm having an impact and especially if I know that we're over budget on it. Right. Because I think so many doctors are scared to give office managers access to the numbers. But reality is, I'm going to just pivot this. If an office manager doesn't know what they can or should like what they can and what they should be overseeing. How do you expect them to change it? They don't know. And if they don't understand, like you can give them pieces of, Britt, marketing needs to be $5 ,000 or less. Well, what if you have a really down month? Britt's going to target on that $5 ,000 because that's what you told her to spend. But if you told her like, hey, company standards and industry standards are that we spend 2 % on marketing. So you can look at this every single month of whatever we collected and build 2 % off of that and get a budget. I personally think people are savvier than we think they are. They might not understand the entire picture, but the more you give them pieces, instantly light bulbs will click for them. And they'll be like, I get it now. I understand marketing can only be 2 % because I'm paying 35 % in payroll. That means we're not going to be at 50 % if I add all these percentages up. The Dental A Team (19:27.396) So it really helps people. And I think it's important, office managers, if you're not a numbers person, you must learn to become a numbers person. Like bottom line period, you have to, you are technically running a business. Yes, you are managing the staff and the morale as well, but you're managing a business and usually it's in the multi -millions, which means you got to be a pretty savvy business owner as well. So thinking like that, thinking like an owner and doctors, it's okay to expect that because then they're working hand in hand with you. versus working against you or you're having to create all the solutions when if you gave them the numbers and the information that they can impact, they could actually create solutions that you may never have met. And I will tell you coming with Shelby, Shelby had zero business background to her. We've taught her how to look at the PNL and what those numbers mean. I've taught her how to review it to see any extra expenses. I've taught her what our overhead should be. So she literally looks at it and today she caught, she's like, Hey, We have two people that are supposed to be podcasting with you, but they're sponsors and they haven't paid their sponsorships to help us with our summit. Should we have them on the podcast? Guys, I had no idea these people hadn't paid, but because Shelby knew the numbers and she knew the areas she should be managing, she caught those errors that I probably would never have seen delivering free services. That's not a super good business. So I think having managers who are on your side, working hand in hand with you really can help you also have a much like easier stress fee practice and knowing those numbers can eliminate a lot of that stress for doctors and office managers. For sure. And I think that it also just improves morale and communication because it can be a disconnect real easy. And office managers, members, right? All we want to do is help our doctor, right? And we want to help you succeed. But if we don't know how to help you, it can be more frustrating. So just sharing that information really can make a big difference. I agree. And to the point of like, don't be afraid. of sharing the numbers with your team, like Britt said, and I love that she's a second, like, you know, backing me on this. Honestly, I didn't care what my doctor's goals were. I never once have cared what their goals were, what the profitability was. Like I truly did not care. Never once did I think like, this doctor is spending so much money and they want to buy a boat. Like guys, literally those thoughts never once crossed my mind because at the end of the day, I loved my job. I loved my doctor and I loved my patients. And that's why I was working. I didn't care. The Dental A Team (21:50.916) What the goal was, just tell me what your goal is and I'll figure it out and how we can hit it. So that's where I feel like so many people are so scared because they have preconceived notions of judgment that really isn't being passed. so realize your team's here to help you. So give them the tools to help them out and then expect them to help you. Like doctors and office manager will literally change your life. They will make your life so much easier if you have a true office manager. Office managers listening to this, kind of do a quick check list and see, you creating solutions to the problems? Are you taking that stress off of your doctors? Are you proactively finding the problems and creating solutions to them before your doctor comes to you? If your doctor comes to you and asks you a question, don't take that as a negative. Take that as like, Ooh, I should put that in my monthly review. So I don't forget to look at these items so I can proactively look for these things. Constantly be refining yourself of how can you do more and more and more to alleviate your doctor's stress? At the end of the day, it would be a dreamy world if doctors could walk in, prep teeth, do exams and take off and give you the vision of what they want their practice to do. And office managers being able to manage everything, have a profitable practice, have happy team members. Like that to me is the ideal office manager. Britt, what about for you? What would your ideal office manager be in your best case scenario? Yeah, I think that ultimately, like you said, the office manager really keeps things moving, keeps things running. doctor like, yep, there may be chiming in on some high level decisions, we're touching base so they're aware of what's going on, but really the manager is keeping things moving, which does mean, yeah, you're running a business, you're HR, you're kind of everything all in one. It's one thing that I loved about the job is because my days were always different and I got to do a variety of things so that I didn't get bored. And so just... embrace that. Don't kind of hunker down in your office and just, you know, try to stick to doing like one simple thing. Be out amongst your team, make sure things are running, really make sure you are that leader that's keeping things moving forward and supporting your doctor so that they can, you know, do the dentistry, really be there for our patients and not have to be distracted by other things going on in the office. Amen. I think it's just like this is what an office manager doctor relationship should be. And I would say The Dental A Team (24:08.962) Know thyself and be free. I think that there are some people who should not be office managers and I say that with the absolute most respect. I will be completely frank. I don't think I was the best office manager. I don't think I was. And the reason why is I was climbing the totem pole thinking office management was the end all be all like that's the top of my chain of where I can go. Guys, I wasn't the best manager. I, Britt will attest to this. I don't actually care for details. I do not care for managing people. Liz, thank heavens bless her soul. She will literally email candidates that I don't want to hire and tell them that we're not interested. Like, thank you, Liz, for doing that. I hate having those hard conversations. That's just not my world. The world I love to live in. I love business. love vision. I love creating ideas and having a team execute them for me. I do not like the minutia of like, okay, let me set up this system. So I would say like, doctors, if you're looking to see who to hire, you want to hire somebody who loves to implement. They don't need to create all the big vision ideas. Doctors, should most likely be you. You create the vision for the practice. You want a manager who loves to implement. They love to see the processes of how can I implement this very simply. The day I brought a Shelby in was a game changing day in my life because I didn't have to do it anymore. So I'd say like office managers check yourself. Like, do you enjoy doing that? Britt, I think you're a fantastic manager. Like tell us like as we paint a picture of an ideal manager, what are some of the skillsets that you feel like you have or ones that you've seen in other great managers that you feel is really important for an office manager personality that really thrives in management versus just surviving because it's the title that they have? Yeah. And I think you're hitting on a key point already, which is I did not care for a title. I am aware enough to know that anyone in a management or leadership role puts more blood, sweat and tears into any job or company than anyone else on the team. Right. And that's just an expectation as a leader and it's going to happen. And so that's a requirement. I went into management because I knew that I could do more good. I hope people heard that. Like as a manager, you will put in more hours and more blood, sweat and tears than any other person on the team. The Dental A Team (26:24.772) period. And so many managers are like, I want to pay raise. I want to be the one who makes the decisions. Like there are success taxes to being in that position. And it is not all glory. There is a lot of hard work. And if that's not what you want to do, don't become a manager. keep going. agree. Yeah. And so it's really those people who get more fulfillment about having an impact and seeing other people grow. think that succeed the most as managers and just as leaders. Cause ultimately I think my success as a manager is dependent on my ability to lead my team members, which is to be able to get movement, get change, encourage them and to help them become their best. If I can do those things, then I'm going to be successful as a manager. And so I think for me, like those are some of the things that like our top qualities and really understanding what it takes to be a manager. And if you're doing it just for like the role or the title. I think both you and your team are going to be really unhappy. For sure. And that's why I say like, know thyself and be free. And there's a great book by Patrick Lanziani called The Motive. Check to see if your motives for being in leadership are true leadership. Because I think so often we believe like, well, this is, this is great. I can say that I'm a manager of these practices, but honestly guys, I freaking hate managing. If you want to like, torture me, make me manage people. I do not enjoy it. Do I enjoy being a leader of a business and having the vision and growing and inspiring a team that way? Absolutely yes. But the day in day out, no, thank you. And I had to realize that is not my natural born skillset of my zone of genius. And that's okay. There are other positions. For example, running a consulting company, I never would have guessed would be at my alley, but I realized I don't want to be a manager. That's not something I enjoy doing, even though I liked the title and potentially the pay of it. Like guys. Don't worry, I will never be your office manager because I would never like, you could not pay me enough to come back in and manage your practice. Could I do it very well? The answer is yes. Can I have those hard conversations? The answer is yes, but that's not my natural go -to. So find a manager who their natural go -to is more around Brittany's personality and her style because Britt loved to lead and guide. Britt, I feel like you ran a very successful practice. I watch you even with your teams and you're able to guide and navigate so well. And I would say that's what a manager should be able to do. The Dental A Team (28:49.474) A manager is going to put in that effort. Like Britt, you went and took extra classes because you were gleaning and looking for ways to grow to the next level. And you genuinely find pleasure in organizing things into simple processes. Like that is what you like. If you could do it, I feel like you would just do that all day long. Like, perfect. Let's take this problem, organize it, create a go to the next one. Like, here we go. Next one, next one, next one. And I think that's really what you should look for with a manager. So those are my two cents. Britt, any other things you want to add on to? a practice looking for a manager or why they should have a manager or any other pieces around office management you want to add on to this? Yep. I'm going to put a little like personal plug in for the quieter, because I would be one of those that probably some people who knew me, depending on what practice I was in, would be like, no, she wouldn't be a manager. Or like, yeah, she's a great employee and super reliable, but probably not leadership. Sometimes you never know until you try. So if you're one of those people that like you can communicate really well and you have the passion and the care for leading others and for solving problems and maybe just that confidence or not being as outspoken is kind of the struggle, try it out because I, in my opinion, and I'm a little partial, those are some great leaders. They're just hidden and you just need to cultivate the leaders a little bit and give them some confidence and you'll be amazed at what they can do. I would agree. And guys, we at the Dental A Team work with hundreds of managers and I will tell you, there are some practices that have great managers and some practices who do not have them. And I will say the manager really is going to guide and lead your ship. so make sure you put somebody who's a really good leader in there. It's crazy. Like even Southwest, they have a new CEO and I will tell you, you can tell that there's somebody different in leadership based on the experience you have there. So you can always tell, and it's a hundred percent directive of that leader. So, Reach out to us. We're happy to help you. We're happy to help you. I've helped plenty of offices hire managers. I've helped lots of doctors know how to work with their managers. And I will say doctors, one of the biggest pieces of advice I can give you is give the expectations and then get out of their way. So often we think because we are the boss or the leader or the owner that our job is to always give the direction, always give the focus. And we're very afraid of giving up control. The Dental A Team (31:07.45) That is the number one way to destroy a manager's confidence and also to make your life a living hell. So just give them the expectations, get out of their way and communicate with them consistently on, yep, this is great. No, want this changed and have a really open dialogue with your manager and watch to see how much less stressed you are, how much more freedom you have and how much they blossom as a leader as well, because you got out of their way to allow them to be great. Agreed. That's all we got guys. So if you want help email us Hello@TheDentalATeam.com. If you want to pick Britt's brain on how to be an awesome office manager, fantastic. If you want to pick my brain on how I could utilize my skills and maximize them, but also some of the things that I didn't enjoy as a manager and to look out for, we're always here to help. So anyway, we can help you please reach out to us. Hello@TheDentalATeam.com. think Britt and I bring a really solid, like doctor office manager duo. Britt and I will always, she'll call me up and say, care. I've got a doctor who's a so like a total visionary. What would you do? And I'll say, Hey Britt, I've got a manager. What would you do? So I think we're a good, like two sides to the coin here as well. So please like reach out if we can help you guys. and also if you have that quieter office manager, Britt has trained up a lot of fantastic managers in her time working with us. So reach out. We're always here to help you and Britt, thanks for your insights today. It was a, it was a great podcast. love doing it with you today. Yeah, this is a fun one. All right, guys, as always, thank you for listening and we'll catch you next time on the Dental A Team Podcast. And that wraps it up for another episode of the Dental A Team Podcast. Thank you so much for listening and we'll talk to you next time.
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