dentalblogs.com

Investing in New Dental Technology, Practice Expansion, or a New Building
Staff Viewpoint by Linda Miles – Doctor’s Viewpoint by Dr. Rhonda Savage

During the life of a practice (30-40 years), keeping up to date with new equipment, technology and facility updates are all necessary investments that take time and money. In the past few years having a tax credit for equipment purchases has made it easier for dentists to make the decision that now is the time to make some of those purchases they have put off for a long time.

Being technologically savvy is actually a marketing tool to patients who are also big on technology. One of the biggest mistakes dentists make is investing in computer software and hardware along with other pieces of equipment is NOT investing in the training for the entire team for maximum and accurate usage. It’s like buying a new expensive automobile but not investing in driver’s education or buying gasoline for the vehicle. Reading the manual that comes with this technology does not create the necessary skills to get the maximum usage out of it….Having one person learn the ropes and pass it along to the others doesn’t work well either. That is often called “the blind leading the blind.”

Doctor Viewpoint by Dr. Rhonda Savage
Investing in new equipment is quite expensive and is only beneficial if the equipment or technology is used consistently. Most dentists don’t want to be the first in line for the newest toys or updates, but they also don’t want to be the last. Moving to a larger and newer office is a necessary part of doing business if the current space hampers growth or begins to look worn and tired. (Patients judge the dentistry by what they see…so having an up to date and modern look in this arena is critical to success and the resale value of the practice one day.)

Dentists expect the dental team to be excited about the new equipment, technology or facility updates and can’t understand WHY they aren’t. As many dentists have stated, “they never use the intra oral cameras like they should…and they don’t tell patients about our new technology and what it can do for them….it’s up to me and I don’t always have time.” Or, “I have no idea why the team members are not happy about our move to the new office in a few months. We will have twice the space; everything will be brand new so they should be happy about that.”

Staff Viewpoint by Linda Miles
I’ve interviewed thousands of team members over the past three decades and I can tell you the many reasons they are not on the same page with their doctors in most practices when it comes to making major purchases in equipment, technology or facility updates.

If the purchase has not been explained as to the return on investment (benefit to the patients, benefit to the practice as a healthy business and benefit to the doctor and team that use it) they will NOT be happy. Some of their comments include: “Our doctor has constantly said over the past two years that there is no money for raises yet we see him spending money on things we could do without.” Or, all we hear is the overhead is out of control…if it is, why does our doctor think she can afford a new office…we are barely making ends meet now”. The staff sees that new equipment or updated facility as the raise they did not get and the raise they deserve. Without realizing it, they can sabotage the usage of new equipment or technology as in a sense they blame the purchase on the financial decline of the practice. They have no clue that investing in this might make the difference in growth or further decline.

If I were a dentist and decided to invest in anything of major significance I would make the team feel part of the decision. (We all know that it is the doctor’s practice but a participative approach works well.) I would mention the buying decision I’ve made, outline the benefits to the patients, benefits to the practice as a healthy business and the benefit of that growth to the doctor and total team. I would then say “we are now producing X per month without this investment. When we hit out new target of Y per month, there will be a one-time bonus of Z in appreciation for doing all you can personally to use and promote this.” “And when we average y for three months, I will evaluate and provide increases in staff salaries to reflect this nice increase in our practice.

The staff members need to view this from the “owner’s eyes” and not from the “I can’t believe he is spending more money” talk over lunch in absence of the doctor. Getting the team on board with major purchase decisions is the difference in night and day as to how they will utilize that new equipment and how excited they will be in front of the patients and the community about their doctor, his or her practice and him or her as a positive leader.

Visit LLM&A Consulting online!