The Manager's Cheat Sheet: 101 Common-Sense Rules for Leaders

By Inside CRM Editors

Management is all about connecting with the people on your team. So how do you effectively manage a team? With common knowledge, of course. These are a few back-to-basics rules that will help you develop management skills that really matter.

Body Language
Like it or not, your body speaks volumes, even when you are silent. Here's how to express an attitude that's appropriate for a leader.

1. Stand tall. Keeping your shoulders back and holding yourself up to your full height will give you an air of confidence.
2. Take your hands out of your pockets. Putting your hands in your pockets is often seen as a sign that you have something to hide.
3. Stand with your arms crossed behind your back. This will help you adjust your posture, and it leaves your hands in a position that is open and not intimidating.
4. Make eye contact. Always look directly into the eyes of the people you are speaking with. This shows you're interested and also gives you a sense of confidence.
5. Sit up straight. Even if you're at an 8 a.m. meeting and feeling tired, it's important to sit up straight in your chair. Slouching makes you look disinterested and can give off an unwanted air of laziness.
6. Face the person you're talking to. This shows you are interested and engaged in the conversation.
7. Shake hands firmly. For many, a handshake is a reflection of the person you're shaking hands with. You don't want to come across as unsure or overbearing, so make sure yours is professional and confident.
8. Always smile. Smiles are contagious and will make others feel positive when you're around.
9. Look your best. You don't have to be model perfect every day, but you should dress appropriately and neatly. Clothes can have a big impact on the way you're perceived.
10. Walk confidently. Keep your head up and take even strides.

Meeting Deadlines
No one will be happy if your team has to rush around at the last minute to complete a project. Follow these tips to make deadlines less stressful for everyone.

11. Only promise what you can realistically deliver. Don't create deadlines that you know you can't meet. By only promising what you know you can do, you'll be able to finish on time.
12. Set clear goals. Once you know what you need to accomplish, it helps to know how and when you want to do it. Put your goals down on paper and make sure everyone on your team gets a copy.
13. Organize a team. Many of your employees will have unique strengths and training that can make them great assets to certain projects. Pick a team that has the right skills to carry out the job.
14. Delegate tasks. Spread work among your employees in a way that doesn't leave anyone overburdened while also allowing the project work smoothly.
15. Create milestones. Creating milestones for you and your team will help you keep track of your progress and also give you a sense of accomplishment as you reach each milestone.
16. Keep communication open. Keeping everyone in touch with the status of the project is key to making sure it's completed on time.
17. Do it right the first time. Planning ahead will help prevent you from delivering a substandard product. Having to redo something for a client costs money, and, more than likely, future business opportunities.
18. Stay organized. Staying organized will help keep you from wasting time chasing down important documents and information.
19. Make sure expectations are clear. Be sure that each member of your team knows what their specific responsibilities are. This will save time and prevent tasks from being overlooked.
20. Create a plan. Compile your goals and milestones into a comprehensive plan for attacking any project you are given. This way, you can make sure you're staying on schedule and that all of your employees will be clear about how and when things should be done.

Getting Along with Employees
A happy office is a productive one. Everyone will be more cheerful if you follow these simple rules.

21. Don't make your employees come in on days they're normally not scheduled to work or call them while they're on vacation. A surefire way to make employees resent you is to invade their personal time for nonpressing work. Unless you have something that absolutely has to be done, let time away from work stay that way.
22. Don't play favorites. Playing favorites can bias your judgment and impair your leadership abilities. Treat your employees equally.
23. Give credit when it's due. Don't take credit for your employees' ideas or hog their limelight. This action not only fosters resentment but also makes you seem untrustworthy.
24. Don't micromanage. While it's fine to keep up with what your employees are working on, don't constantly look over their shoulders.
25. Never discuss employee matters with their co-workers. This kind of gossip always gets back to the person and will make you look unprofessional.
26. Don't interfere with employees' work. If your employees are getting work done, don't stress about how it gets done. Even if it's not being done they way you'd do it, it's best to let employees use their best judgment.
27. Don't push unreasonable deadlines. You don't want to spend all of your time at the office, and neither do your employees.
28. Keep your promises. Barring some catastrophic event, you should always keep promises you make to employees, especially about pay and benefits.
29. Keep work about work. Don't require employees to run your personal errands. Take care of your own personal business or hire an assistant.
30. Reward hard work. Make sure your employees feel valued for the work that they do. Employees will be more willing to put in extra effort if they know it's noted and appreciated.
31. Provide motivation. Sometimes employees need a morale boost. Provide them with encouragement to get a project rolling.

Manage Yourself
Being a good manager isn't just about what you can encourage other people to do, it's also about managing your own performance.

32. Be accessible. Don't hole up in your office all day — come out and visit with your employees. Let them know that they can always come to you with problems and concerns.
33. Be open to constructive criticism. It may not always be what you want to hear, but listening to constructive criticism gives you the chance to learn and grow from your mistakes.
34. Accept responsibility. Part of being the boss is accepting responsibility for the mistakes of all that you manage, not just your own.
35. Know there's always room for improvement. No matter how good you think you are, your job can always be done better. Always be willing to learn.
36. Improve your skills. Learning is a lifelong process. You're never too old to take a class or ask a co-worker to help you improve your knowledge.
37. Explain things simply. Don't use big words or technical jargon just to sound smart and impress others. Your employees will understand and perform better if you explain simply and clearly what you need.
38. Instruct rather than order. You may be the boss, but you don't have to be bossy. You'll have more success if your requests are more tactfully delivered.
39. Include your staff in your plans. Don't make your work top secret; let your employees know what's going on and how they are expected to contribute.
40. Know your subordinates' jobs. You don't want to be caught with inferior job knowledge.
41. Be flexible. It's fine to be firm in what you expect, but allow for flexibility in how it gets done.
42. Get regular feedback. Your employees and superiors can give you valuable feedback on how to improve your performance. Use this to your advantage.
43. Know your limitations. You can't be everywhere doing everything all at once. Know the limits of your time and abilities and say no to things you know you can't do.

Boosting Productivity
Getting the most out of your day can be difficult with a busy schedule, but you can use these tips to help you maximize your time in order to be better available to employees.

44. Get the most out of meetings. Be organized and prepared for meetings to increase effectiveness and time savings.
45. Focus your energy on things that matter. Don't let trivial tasks take time away from things that are really important.
46. Identify your time-stealers. Everyone has little things that detract their attention and make them lose focus. Figure out what these are and work to eliminate them, if only for a few hours a day.
47. Be punctual. Being on time is a big deal. Never keep people waiting for appointments or meetings if you can help it.
48. Respond to your correspondence within a reasonable amount of time. You don't have to be chained to your inbox, but make sure you respond to emails within a few hours whenever possible.
49. Do only what is necessary. There are times when going above and beyond works, but doing so on a daily basis can derail your progress on more important issues. Get the key things done first, then see if you have time for additional things.
50. Stick to schedules and routines. While they may not be the most exciting things, schedules and routines can help streamline and improve your productivity.
51. Organize and manage your schedule. Use any tools and utilities you have at your disposal to prioritize your day and keep track of what you need to get done.
52. Plan more than you think you can do. While this may sound stressful, it can actually be a great motivator. If you manage to get everything done, you'll enjoy a great sense of achievement.
53. Get to work early on occasion. Sometimes an uninterrupted half hour in an unoccupied office can help you get key things done or allow you to plan your day before there are any distractions to slow you down.
54. Know that sometimes stress is good. While too much of anything, especially stress, can be bad, sometimes a little stress can be the motivation to get you moving, allowing you to get more done.
55. Do your least favorite tasks first. Get your most tedious and least desirable tasks out of the way earlier in the day. After that, everything else will be a breeze.

Managing Finances and Resources
Whether you're a business owner or a manager, staying on top of tangible items is vital to success. These tips can help you keep track.

56. Set up a realistic budget. While it's good to be optimistic, don't plan for more spending than you know you can afford. Make sure you plan for emergencies and contingencies as well.
57. Save costs where they matter the most. Don't just pinch pennies for the present. Make sure your savings will pay off in the long run. Compromising on quality might cost you later on in repairs and replacements.
58. Spend only when it's necessary. Don't spend if you don't need to. Every bit you save goes toward your profit.
59. Find alternative sources of finance. Sometimes even successful businesses need a little help. Business loans and investors can help you through leaner times.
60. Stay true to your contracts. Not only will you gain the respect of your clients, you'll also avoid legal battles that can be a serious financial drain.
61. Make sure employees are well compensated. Employees deserve to be rewarded for hard work. Make sure yours are well compensated for their time and they'll be more productive and happier to come to work.
62. Learn to do more with less. Quality is much more important than quantity, so make what you have count.
63. Assign equipment wisely. While it might be nice for every employee to have a PDA, budgets often don't allow for such conveniences. Make sure the employees that need tools the most have access to them.
64. Invest in solid technology. This doesn't always mean the latest technology, but what your office needs to do work effectively.
65. Update when necessary. Using obsolete equipment and programs can really slow you down. Update when it makes sense so you won't get left behind by competitors.
66. Don't be wasteful. Every sheet of paper, paper clip and pen is a cost on your budget. Use materials wisely and don't waste them out of haste or carelessness.

Communicating with Clients
Whether you're a business owner or a manager carrying out a project, one thing is always the same: The client is dominant voice in decision-making. Learn to communicate with them effectively and you'll set a good example for the people you supervise.

67. Remember that the customer is the boss. At the end of the day, your job is to make the customer happy. Act accordingly.
68. Differentiate your products. Don't get lost in a sea of products and services like yours. Make sure you stand out from your competitors.
69. Retain customers as much as you recruit new ones. While you always want to bring in new business, it's very important to maintain relationships with loyal customers.
70. Provide effective channels of communication. Make sure your clients can contact you easily and quickly if they have a problem, concern or question. They can also provide a valuable source of feedback.
71. Maintain customer data. Use this data to make your customers feel special by remembering occasions like birthdays and anniversaries. It's also helpful for keeping track of purchasing preferences.
72. Segment your customers. Not all customers are alike. Divide your customers into groups that allow you to provide attention and services that meet each customer's unique needs.
73. Provide effective after-sales services. Don't let contact fall off after the work is complete. Make sure your client stays happy.
74. Listen attentively. Pay attention to exactly what clients are asking for to help you better meet their needs.
75. Don't be afraid to say you don't know. It's OK not to know the answer to every question. It's better to say you don't know and get back to a customer than to try to bluff your way through a conversation and have to backtrack later.

Keep Up with Change
There is no way to stop the world from changing, so follow these tips to keep up and ahead of the game.

76. Don't fight change. You can't stop markets, trends and technology from changing, so learn to go with the flow.
77. Adopt a predictive managerial style. Don't wait for things to happen to make a move. Anticipate problems and provide contingency plans.
78. Test your contingency plans. Waiting for disaster to strike is a dangerous way to find out if your emergency plans will hold. Test them out from time to time to fine-tune them and make sure they're still relevant.
79. Identify the positives. Even the most negative changes can have positive aspects to them. Being able to identify and maximize them can help make adapting less painful.
80. Be quick to adapt. Learn to adapt to changing situations quickly and be able to change plans on the spur of the moment if the situation requires it.
81. Stay tuned to external factors. Your business is affected in many ways by outside factors. Keep abreast of these so you can anticipate any sudden market changes that would affect how you need to manage.
82. Put in place a Research and Development plan. Encourage innovation and creativity to stay ahead of the demand for newer and better products and services.
83. Keep an eye on the competition. Don't let the competition get the best of you. Keep up-to-date with what they're doing and use it to your advantage in managing your business.

Resolving Problems
Whether problems are internal or external, they can make your management duties a nightmare if you don't handle them correctly. Here's how to stay on top of them.

84. Stand up for employees. If other departments or managers are bearing down hard on your employees, stand up for them.
85. Fix what's broken. Don't waste time placing blame. Take care of fixing the problem before dealing with any possible repercussions.
86. Manage and control your emotions. Don't let anger or frustration affect your problem resolution. If you are emotionally invested in a situation, cool down before discussing it or bring in an outside mediator.
87. Learn when to step in. Some problems might resolve themselves if you just let them be, but you need to be aware of times where you'll need to step in and take control of a situation.
88. Take the blame. If you've made a mistake, fess up. It'll give you more time to work on fixing the problem instead of talking your way out of taking the rap.
89. Get the facts first. Before you pass judgment on a situation, make sure you have the whole story. Listen to employees and refrain from questioning anyone's integrity without first ensuring that you've gathered all the data.
90. Rise above the crisis. Learn to separate yourself from the problem and rise above the fray. You'll be able to think more clearly and make a better decision on how to rectify the issue.
91. Don't ignore problems. A small problem can easily snowball and become something much more difficult to fix.
92. Try to depersonalize problems. Let employees know that the problem isn't with them but with their actions. Don't make it personal.

Go Above and Beyond
Managing people isn't just about getting the job done. To truly be a great leader, sometimes you need to go above and beyond what the job calls for.

93. Lead by example. You can talk until you're blue in the face, but the best way to get a point across is to be the model to emulate. Let employees follow your lead.
94. Get your hands dirty. Sometimes you need to show your employees that no one's above doing unattractive tasks.
95. Make a difference to your employees. Don't just be a generic manager — stand out as a leader and role model for your employees.
96. Gain your employees' trust and respect. You'll have a much easier time managing employees when they respect your rules and boundaries and trust your leadership.
97. Be empathetic to personal problems. Whether it should or not, what happens outside of work can have a big affect on the quality of work produced. Be sensitive if employees have personal issues that keep them from concentrating on work.
98. Be unique as a manager. Every position demands something different and you should be proud to be adept at your particular role rather than trying to emulate other managers.
99. Remember that ethics matter above all. Be honest and reliable in all of your business and personal relationships.
100. Be on the lookout for new ideas. You never know where your next great inspiration will come from.
101. Get to know your employees. Learn more than just their names. Get to know your employees' family backgrounds, likes and dislikes. Doing so will make you more personable.

The original source of this article is InsideCRM.com , part of the Focus network of sites.

Dental Practice Owners or Hiring Authorities Interview Preparation

When interviewing for jobs, associate candidates need to ensure they are prepared as much as possible. See The Interview for All Dentists. But what about the hiring practice? If you are interviewing prospective associates you should know the answers prior to the interview, as well as the questions you want to ask.

This is not a comprehensive list, but it surely provides some insight and foundation on what candidates are expecting. Also, some of these questions go beyond a typical associate arrangement and describe things related to partnership/ownership transition. Remember, candidates are interviewing you as much as you are interview them.

First things first

• Why is your practice opportunity better, more desirable, and lucrative than another opportunity down the street?

Relationship

• Employee or Independent Contractor
• Employee at will?
• Is the doctor open to restrictive covenant in case of future ownership?
• Is the owner doctor going to stay on PT for some time or can he if needed (After purchase)?

Schedule

• Days, hours, on call, etc
• Office hours and days per week is the office open?
• What is the new associate's schedule expected to be?

Type of Practice

• How is the practice set up (family, Pedo, or dentures)? Pedo: what age?
• Age of the practice?
• When/what do you refer out?
• Place or Restore Implant? Which system?
• # of operatories
• # of Hygienists. How many days/hours of hygiene
• # assistants
• Will the associate have their own assistant?
• How much is the practice overhead?
• How long has each employee been there?
• What does the practice do to market itself?
• How many FT and PT staff?

Patients

• What is the patient pool like?
• Have the number of active patient records been reviewed?
• Is the practice growing or declining in number of patients seen, new patients attracted, and young patients?
• Average number of cancellations per week?
• Average number of patients seen by associate per day?
• How far ahead is the doctor book filled?
• How far ahead is the associate book filled?
• How far ahead is the hygienist’s book filled?

Duties

• Job description or general description
• Is the associate expected to check hygiene of other doctor’s patients?? If yes, will the associate be compensated for it?
• Will the associate be expected to perform hygiene/prophy?
• Does the doctor do any procedures other than regular general dentistry?
• What were the most of the cases being done by the associate?

Facilities

• Supplies, equipment, support. Etc
• What type of PMS (Software) is used?
• Implant surgical set up? Who finances to get that set up if NOT already have?
• What is the square footage of the office? Can it be expanded?
• Average age of equipment?
• Is the practice left handed, right handed, or ambidextrous?

Fees for service

• Appropriate/assign billing?
• Discounts/Bartering/payment plans
• PPO type of insurance?
• Insurances: accept all kinds or just selected ones?
• How much is the discounted price of the PPO compared to the fee schedule?
• Medicare or Medicaid acceptance?
• How much of the practice relies upon capitation programs, PPOs, HMOs, Medicare or Medicaid?
• What percent is FFS, cash and discounted PPO?
• When was the last fee increase?
• Are the fees low, High or average for the immediate area?
• Do you offer patients credit?

Term of contract

• How long?

Compensation

• Salary, Hourly, Draw, Minimum, Commission, Percentage, Bonus, When, How,
• Taxes withheld?
• What percent of production or collection will be the compensation?
• How will the associate be paid? (Weekly/bi-weekly/monthly)
• How much on average was the associate making?

Collection/Production

• What is the % of collection for the practice
• What was the average associate production per day?
• Does the associate production include hygiene exams and x-rays?
• Can I get a fee schedule of the practice?

Benefits

• Medical Insurance: health and dental?
• Malpractice insurance?
• Disabilities insurance?
• Required CE courses? How much and for how many hours a year? Are they paid for/reimbursed,? Is there a stipend?
• Retirement?
• Sick days…….. # allow per yr…..
• Personal days/vacations…..# per yr allow……
• Holidays?
• What benefits are given to the staff?

Expenses

• Define, list, when paid, lab, etc…..
• What Lab do you use? Use different lab for different lab orders??
• Is the associate responsible for my own lab fees and expenses?
• Will the practice support the acquisition loan (in case of future ownership), pay the overhead expenses and afford a reasonable income?

Other Questions and Notes:

• What is your practice Philosophy and Goals? For the Practice and with new pt’s tx?
• % of implant surgeries
• Have you had associate before? How many? How long they stayed? What was the reason for the associate resignation?
• Do you have a confirmation system for apts?
• How do you deal with NO Show?
• Digital X-ray?
• Intraoral Digital Camera?
• How do you advertise?
• Will most dental insurance dictate pt’s Tx plan??
• Do you deal a lot with EMERGENCY pt? Separate operatories for that?
• Average number of emergencies per week?
• Will I be doing hygiene/prophy when I don’t have pt?
• Who determine how long I have when spending with new pt/initial exam and record?
• Do I have an apt separate to do comprehensive exams and record…. Or do I do the TP when pt come in for cleaning?
• How long does a hygienist spend on their recalls?
• Is there a particular doctor in the area who is your main competitor?
• Who sees the patient first (Doctor, hygienist, associate)
• Why was the partnership offer turned down by an associate?
• Will I be able to visit the office during regular working hours?
• Does the doctor have a report showing how much treatment is treatment planned?

The multispecialty practice: A unique practice model for challenging times

From DentalEconomics.com

John Weston

April 29, 2009

by John Weston, DDS
Accredited Fellow, AACD

For more on this topic, go to www.dentaleconomics.com and search using the following key words: multispecialty practice, diversification, specialists, staffing, Dr. John Weston.

Most dentists practice alone. In fact, the traditional model of dental practice is a single practitioner with a small staff in a stand-alone office. While there are advantages to this model, practitioners might be wise to consider other options. Group practices, for example, provide shared overhead, clinical coverage, and stability a solo practice does not offer. I like this model but would suggest an exciting and potentially more rewarding concept — the “multispecialty practice.”

This article will review the basic concepts that I believe have helped me build one of the most successful multispecialty, fee-for-service practices in the country. We have gathered certified specialists in every phase of adult dentistry at one location. This concept has helped keep our practice strong, financially healthy, and uniquely competitive.

Like investing in the stock market, diversification in a dental practice is one key to success. Most dentists refer to specialists for procedures they do not like or which prove too complicated.

We have taken this philosophy a step further by bringing skilled specialists directly into our practice. As a result, we increased the ability to treat patients, and allowed more time for me to do the cosmetic and elective procedures I enjoy most.

The concept

General dentists are referring less often. We may see this trend accelerate during an economic recession. As a result, some specialists may be significantly less busy. You might also be surprised to find they would be open to the idea of a satellite office — a sort of “second home” in which they are valued for their skills, and would appreciate the opportunity to serve patients in an environment where quality is the focus.

At our practice, in-house specialists see patients without worrying about scheduling, supplies, staff, collections, recall, or any of the other systems required to treat patients in their office.

The tangible is the paycheck, but a significant intangible is the professional stimulation between colleagues. Our doctors find it rewarding to be part of a team. There is a completeness of care by having the records, referring doctor, and treating specialists all in one location. I will often visit the specialty care area during my patients' surgeries to confirm placement of implants and other details.

Patients appreciate this, the specialists enjoy the interaction, and I learn something every time. Often, we will sedate a patient and complete all of the patient's specialty or restorative needs in one visit. I can supervise the entire effort, which is extremely rewarding.

How to begin

Finding providers who match your style and philosophy is important. Start by looking for quality-conscious doctors who are not in your immediate referral area. During the introduction call, I ask if they would consider working one day a week with us where quality is the No. 1 focus. Through the years, we have staffed our specialist positions with those who already own a practice and are excited about the opportunity to work one day a week with us. I emphasize our goal of providing a high-quality, low-stress environment.

My advice is for offices to start small. Look at areas in your practice in which you are referring out a lot of treatment, and start by hiring a specialist to support that need. This does not mean you have to bring every procedure in-house. It may be good to continue some referrals to local specialists, thus maintaining those relationships.

Periodontics and oral surgery are good specialties with which to start. In the beginning, I ask the doctor to bring any specialized instruments or equipment beyond the basics. As things progress, I do not hesitate to purchase the proper instruments and supplies for a specialist. The investment quickly pays off and the doctor is happier knowing he or she has the best.

Our oral surgeon and periodontist have been with us for more than 10 years and have no plans to leave. The endodontic and orthodontic positions tend to rotate every few years. We currently have an excellent prosthodontist one day per week who plans to stay indefinitely. When specialists do leave, they usually help us find replacements, and they have a good knowledge of other specialists in the area. In one case, we actually contract directly with a group practice and not the doctor. This ensures our specialty coverage will not be interrupted.

Staffing and scheduling

The goal is to fill chairs during operating hours. You are paying the overhead whether you have a patient in the chair or not. Adding a specialist one day per week is ideal but you may need to start with half days until the demand rises. When we hire a new specialist, we know in advance what days we are looking to fill, and this becomes part of the signed agreement. The team also understands the importance of having full chairs every day.

As an example, Friday was once a quiet day in my office. Now we have at least one or two periodontists, a prosthodontist, and a general dentist, as well as two to three hygienists. Friday has now become a very productive day — all without my being there. A key factor is balancing scheduling with demand. A day when the main producer is out of the office is a perfect day to add a provider. We also always open up extra days to our specialists when others are on vacation.

Most patients who see our specialists are referred from within the practice. It is amazing how complete treatment planning becomes when it stays in the practice. We still get referrals directly from other GPs, and encourage this. When this happens, we are essentially acting as a specialty practice. It is extremely important to make sure the patient gets back to the referring doctor so we don't lose the referral source.

Compensation

Our specialists are all contract 1099 employees and the IRS requires they meet 21 criteria to be independent contractors. Most of these are self-fulfilling, if they have a primary practice location and satellite with you a day per week. Your tax attorney can make sure you are in compliance. We use standard “at will” employee contracts that allow either party to terminate with proper notice if things are not working out. All pay is based on a percent of collections, not production.

From my perspective, this is the best way to properly compensate providers. Production is easier to track but is not real money until it is collected. You want your providers engaged in the process and completing treatment that is agreed upon by patients who will pay their bills. Collections are real money — the stuff with which you pay your bills.

Compensation for restorative providers can run anywhere from 30% to 36% plus a 50% lab bill. Connecting a doctor to lab bills is important because they are conscious of remakes and quality issues. Compensation for endo, ortho, perio, and OS can run anywhere from 45% to 50%.

Just make sure implant and grafting procedures are priced properly to ensure accurate profit margins. Start on the lower end of the percentages so you have room to absorb initial costs and reward good providers.

Quality

A key factor for our success has been a focus on quality. From the first phone call and front-office experience to every point of contact throughout the practice, we focus on an amazing customer experience. We call these encounters “moments of truth.” Patients show up for appointments and pay bills when they feel a practice takes care of them. In addition, offering specialty care within your office goes along with a “patient-centered” focus and can add incredible value.

The office should never appear stressed, overworked, or understaffed. The expression “never let them see you sweat” goes a long way, and takes proper training. Attitude is not everything but almost. We hire team members based on attitude, and train them to our product. Never let a big resume fool you into hiring someone who does not seem right.

Conclusion

The goal in this competitive market is to stand out, find a niche, or distinguish your practice in some way. What causes a patient to drive past 25 other dental offices to visit yours? In our situation, we are the only fee-for-service, multispecialty practice in our city. We have a local, national, and international clientele which travels to our practice for high-quality care and a “one-stop” philosophy.

Simply stated, we provide top quality multidisciplinary care quickly and conveniently. The benefits and improvement in care for our patients far outweigh any challenges we faced in making this happen. Our ability to offer state-of-the-art care by certified specialists in one location is a successful model that, when properly implemented, could also help your practice stand out as unique.

Dr. John Weston, a Fellow in the American Academy of Cosmetic Dentistry, is director of Scripps Center for Dental Care, a unique multispecialty center located on the Scripps Memorial Hospital Campus, La Jolla, Calif. He writes and lectures nationally and internationally about cosmetic dental procedures. Reach Dr. Weston at DrJohnFWeston@aol.com.

Found at http://www.dentaleconomics.com/display_article/360604/54/ARTCL/none/Feat/The-multispecialty-practice:-A-unique-practice-model-for-challenging-time?dcmp=rss