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Issue #16 - 3.27.07
A Smart Exit Strategy: Mentoring 101
In the 17th and 18th centuries, artists, silversmiths and coopers learned their trades through apprenticeships at the hands of masters. It took years for apprentices to learn the basic skills and continuing to refine them was a life long process. Many practitioners have dedicated their lives to lifelong dental education, spending countless hours and dollars of continuing dental education as well as becoming accredited in professional associations and academies. Now the time has come for you to find a successor. This will be a daunting task. Where will you find someone who can “ fill your shoes”? The answer is that it will be a rare feat if you find someone who can join your practice and manage the caseload as well as the technical expertise that you possess. Using a sports analogy, you will more than likely not find a “free agent” who can step in and do the job, rather you’ll have to develop your successor in your “ farm system”, which of course is your own dental practice.
With the decreasing numbers of dental graduates needed to replace the ever-increasing number of retiring dentists, your chances are becoming more difficult. Therefore the best way to find that “diamond in the rough” is to create a mentoring program that will enable a young dental graduate to develop the necessary skills and experience to become your partner and eventually your successor. Mentoring is not just an observation program but also a direct “hands on” process that will entail many hours of personal interaction and coaching, the associate’s attendance at various educational programs as well as direct clinical supervision by you. While mentoring requires a great investment in time and effort, when you find the candidate with potential, the rewards and future earnings will be well worth it. Here are some guidelines for mentoring your successor:
- Create a structured program. In the beginning, you must see yourself as a teacher. Consider the first year as a customized residency program in private practice and clinical dentistry. Let your associate observe some of your complicated cases by sitting chair side with you and acting as your assistant. As time progresses, let them perform some of these advanced procedures with your input and feedback. It is assumed that during this first year your associate will be providing more routine clinical services.
- Case Presentations. Learning how you present your treatment plans is also critical to your associate’s development. How you effectively incorporate technology and other aides will be beneficial for them to observe. Try to schedule time before a several formal case presentations to afford an opportunity to tell you what they think and would present to your patient. Let your associate make several presentations of their cases. This affords you a great opportunity to offer feedback in honing their verbal and presentation skills.
- Schedule weekly meetings It is imperative that you schedule weekly meetings to review any significant cases or procedures that your associate did that week. Also review their time management skills to ensure they are adhering to their schedule. If adjustments need to be made because your associate is constantly running behind, re-evaluate their time units. We suggest that you schedule these meetings for the first 3 to 6 months. You will know when to discontinue them because there won’t be much to discuss. We then suggest that you reduce to a biweekly schedule. Finally we recommend that you schedule a monthly business meeting. Discuss production goals, outstanding patient balances and other management related topics.
- Establish a working environment. We strongly recommend that you pair your associate with your most experienced dental assistant during the fist several months of their employment. You can do this on a full time basis or on alternating half days if staffing is an issue. This will enable your associate to learn office protocol and procedures. Based upon their prior work experience this may prove invaluable. Your assistant can then give you feedback other patient matters as well.
- Paying a Salary. This approach also requires a financial commitment on your part. We recommend a guaranteed salary at least for the first 6 months. Since you are asking your associate to spend many hours in observation etc. they still have to pay their bills. Eventually you can revert to paying them a draw against their percentage of collections.
- Offer CDE Programs. We recommend that you enroll your associate in as many continuing education programs your budget can provide. Consider enrolling them in clinical participation courses. Although you hope that your associate will succeed and eventually become your partner to protect your investment in them as it relates to CDE, consider the option of requiring them to sign a promissory note that only will be enforced if they elect to leave your practice. After all, you may be giving them an invaluable opportunity and something they may take with them to another practice. So it’s fair to get repayment of your financial investment, if things do not work out.
- Share business acumen. The business of dentistry is not taught – it’s lived. Involve your associate in strategic thinking, goal-setting, and operational matters. Share your leadership philosophy, as well as your knowledge.
The best transitions occur when you are forward thinking and work toward creating your vision, rather than wait for it to happen. This approach is admittedly not for every practitioner. However if you consider yourself to be exceptionally skilled and worried about who can become your partner an approach such as this is worth considering.
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Questions regarding transitions? Email Dr. Snyder at Drsnyder@thedentistsnetwork.net.
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