So here we are, in our practice, and… If you, as the dentist, are thinking of yourself as a dentist-as-employee, then that mentality will often let the insurance companies in. These companies love to take the job and salary of a “manager.” Contemplate the fact that insur-ance companies in today’s world really function as managers of most of the dental practices into which they are allowed. As Jim Rohn so beautifully explains, “if you don't have a plan for your life, you fall into somebody else's plan.” Guess what they have planned for you – taking as much money from your practice as possible. To be successful (and that is defined differently for each person), we must have a growing business. To have a growing and successful business, we must work ON our practice and not just IN our practice (as the technician). Understand, there are plenty of other people and businesses who have great plans for the money you earn in your practice, and it’s not just the insurance companies. It includes the suppliers (dental supply companies), the government (Medicaid and Medicare), the patients (who do not pay their bills on time or at all). Another example of others who have great plans for the money earned by dentists are corporate dental companies and their execu-tives. With student loan debt skyrocketing, young dental school graduates are working for corpora-tions as employees, working unbe-lievably hard, for less compensation than they should receive for the work being done. And, these corpo-rations typically make millions. As dentists, our personalities tend to be overly giving to the point that we hurt ourselves and our families. We seem to think that, in some way, we shouldn't be charging for our services or that we should charge, but just not too much. What is that about? I think it's about our natures, which tend to be approval-addicted, as we attempt to love and care for everybody we can. We hire staff members and expect them to carry out our wishes, and don't even have a system in place so they know exactly what those wishes and systems are. First, it shouldn't be our wishes, but rather the needs of our business that determines what they do. Second, we need to have this all systematized, so that the staff members know what is expected of them. The whole problem with the dentist-as an-employee versus the dentist-as a-business owner is that in our dentist-as-employee role, we want and expect the salary for the job done, but really hate to have to look at what the costs are and what monies are needed to run the busi-ness, including investment capital for growth. The scariest growth is growth that occurs and requires more capi-tal, more employees, supplies, and equipment — and we have no monies available. So we take it from our families, and our living. Or, that growth potential falls flat on its face. We are not exposed to the busi-ness side of dentistry in dental school, and then once out of school we find ourselves in a business without a good understanding of our business. Yes, you are dedicated to learning and growing in dentistry. But you could use some mentoring, help and advice on systematizing and learning to work ON your business, as well as IN your practice. A good start on taking control of the business of your practice would be to get the book by Michael E. Gerber, The E Myth Dentist . It’s a great read. Then, think about topics like free-market dentistry, how to transition from being “under the thumb” of insur-ance companies to being in the “free market”, (can you get out of insurance and have a great prac-tice? -YES), how to take control of your practice and how to have everything you need to be congru-ent with what you want to do. Management, marketing and finances all depend on your vision -what you want, first and foremost, from and in your practice. There are answers; they lie in learning more about your business. You’ll actually spend less time ON the business when you start under-standing more about it, and can even spend less time IN your busi-ness as well without giving up your hard-earned living. I’ve done it. I’ve systematized. I have lots and lots of systems and plans already docu-mented that can be shared. I’ve seen the results. You know what? Most dentists live their practice lives on other people’s terms -those of insurance companies, staff, family members or colleagues. Their days are spent achieving other people’s goals and working toward other people’s agendas. Be one of the five percent who don’t. Right now, you have the choice — step forward into growth and development through self-education or step backwards into apparent safety and security, which again, are only apparent. You’re either growin’ or you’re dyin’. Don’t get pulled into other people’s stuff that doesn’t serve you well! There are other people working ON taking control of their practice and its business elements. Are you interested in a book list? Would you like recommendations for GREAT seminars? Do you want to be part of the Mastermind group so that you can share and learn more about this, through email, online, in person, etc.? Then contact me. There are so many great things going on: ideas, mentorship and structure. In the meantime, I’d recom-mend reading The E-Myth Dentist, and then read Gerber’s The Most Successful Small Business in the World and Jim Rohn’s The Twelve Pillars. www.orthodontics.com Spring 2018 15
Journal of the American Orthodontic Society Spring 2018: Page 15
