Dental Unscripted | Getting into Ownership and Practice Management Insights

Where are we?

Welcome to Dental Unscripted,

where Mike Dinsio and Paula Quinn break

down the practice ownership journey,

one episode at a time.

Starting up, buying,

and running a successful dental practice.

Hello, hello, guys.

Welcome back to another episode of Dental

Unscripted.

My name's Mike D'Incio,

and I have my co-pilot in the chair

today, Ms.

Paula Quinn.

What's going on, Paula?

Hey, how's it going?

We have a topic today that is just

you and me spitballing on something that

comes up almost every single time we go

into a dental office.

And I think it's really interesting that

this topic creates this kind of energy.

It creates...

i don't know it creates a lot of

dialogue like it's just really interesting

and so i'm i'm excited to cover this

this topic today um but before we get

into that guys just please like subscribe

we'd love a actually a review it really

helps the program um i've asked you all

for this before just please just give us

five star uh if you're on spotify uh

itunes we did get a top five on

something or other

We did get top five of something.

What was it?

I don't even know.

It's like dental,

the dental podcast directory or something.

Yeah.

So somebody must be listening.

Oh, I know.

Oh, I know you all.

You know, anything, everything,

anything helps.

So.

I know they listen because I hear it

every day when you all call and try

to get, not try to get,

but call us and ask us questions and

potentially have us be your consultant.

But it'd be nice if you could just

take that extra step real quick and hit

that little star.

So like below our podcast and anything we

should, we should make it easy.

Like on our email signature or something.

No,

like even when we're live and then we

Oh, in the description?

Yeah,

because we started out making it easy for

people.

You know,

people have to go look for stuff.

They're not... Yeah, we should do that.

It might be in the description.

I don't know, folks.

Go look at the description.

Tell me.

Shoot me an email.

You should know.

I should know, but I don't know.

Paula, thanks for calling me out.

Yeah,

so today's topic is all about should your

team know the numbers?

And...

If you're driving into work right now or

whatever, listening to this in the gym,

whatever,

whatever your thing is with these

podcasts, you're thinking right now, yeah,

of course they should.

What a silly question.

Should your team know the numbers?

The answer is of course.

But I'm going to tell you right now,

nine out of ten,

if not almost ten out of ten of

our clients who own practices are not

sharing the numbers with their team.

And so we're going to kind of break

this down as to why it's important to

share the numbers and which numbers each

team member should probably be looking at.

And so that is the topic today.

Should your team know the numbers and how

do you roll them out?

So Paula,

you once did a training more recently on

this next generation as to

um what motivates these young workers um

and uh like the gen z's so i

guess uh i'm just gonna ask like like

how important is explaining the numbers to

the team or actually having a daily

conversation about it to these young folks

do they even care um and and it's

not just the young people it's the whole

team but i guess i want you to

take it a little bit deeper than that

Well, I think it's how you present it.

If you just told them, you know,

do you want to know the numbers?

They probably don't care.

But the purpose or the why behind it,

I think, is what's important.

It's, you know, numbers tell a story.

And the story is how great of care

are we taking of our patients?

How much do our patients like us that

they're getting back and trust us and

value us that they're getting back on the

schedule?

I joke all the time and I'm like,

nobody cancels on their hairdresser.

As a matter of fact, I have a,

right before this podcast,

I was looking and my friend's birthday's

coming up and she asked to go to

brunch and then she's like, oh,

but I have a hair appointment.

So it has to be,

it has to be-

And I'm thinking nobody does that for

dental.

Oh, wait, I have a dental appointment.

You know, maybe a teeth cleaning.

So I think, you know, again,

I was joking.

Do they trust us?

Do they value us?

Do they respect what we bring for their

overall and oral health?

So I think, you know, that's number one.

I think we don't want our patients running

around with cavities.

I mean,

heaven forbid they have an emergency and

go to a different practice and they're

like, Hey,

do you know you have periodontal disease

or you got ten bad teeth?

And they're like, what?

What did my dentist tell me?

Why didn't they tell me?

I didn't even know it was that important.

You know,

I was coaching an office the other day

and it's the

Whole truth and nothing but the truth.

Whole tooth and nothing but the tooth.

She's on a roll today.

Patients don't hear what you say as much

as you.

I have patients all the time say, no,

the doctor didn't even do an exam.

No, he didn't do an oral test.

No one took x-rays on me.

And you're like, what?

We did.

It's in your clinical notes.

But you almost have to over-exaggerate

what's being done, what they need.

And we feel as dental professionals

that...

They might think we're salesy or they

might think we're so we we almost like,

oh,

you have a little cavity and we should

get that done soon.

They they they actually don't hear it at

all.

They hear it's not important.

So anyways, numbers, you know,

represent that.

And I also think like investing back in

the practice,

if I'm a doctor and I have all

this overhead,

do I need to share that with my

team?

Absolutely not.

But what I need to share with them

is what do I need?

Okay.

Oh, great.

You want a new Cavitron?

You want a new laser?

You want a new statum?

You want new...

whatever wallpaper on the bathroom you

know because it's embarrassing whatever it

is okay well right now we're making enough

to open the doors and for me to

pay your wages and the overhead and the

practice and the rent i i really can't

spend the money to fix this place up

because i need to make a little bit

of money you know i need to i

also have kids and a house and a

car

And nobody feels sorry for the dentist

ever.

Just so you know, dentist,

nobody ever feels sorry for you.

So I think it's important to share the

numbers so they can understand maybe not

exactly what your overhead is,

but if we don't make a hundred thousand,

That doesn't even pay our bills.

So in order for me to reinvest in

our practice and me to get you the

equipment or the tools or the nice

wallpaper,

we've got to be at least a hundred

and ten, hundred and twenty,

whatever that is.

That is a meaning.

People want a purpose.

They want to know why they want a

purpose.

They want something to work toward.

That's something to work toward.

I want a new laser.

That's something to work toward.

I am embarrassed by the guests or the

patient bathroom.

That's something that might, you know,

make me excited.

I want to go to some,

the state CEs and doctor could pay for

it.

If how can I ask him or her

when we're barely making ends meet,

but well, I think, well, I think,

I think the teams,

I think the team just assumes that,

The team assumes that... Oh my, oh,

it's happening.

The team assumes that the doctor is making

tons of money just by...

I'm about to mute you, Paula.

The team is assuming that...

The doctor is making a ton of money.

And so I think that our clients are

oftentimes thinking, well,

I don't want to talk about the numbers

because I'm insecure that they think I'm

making a bunch of money.

And I think that's where it comes from.

The cold,

hard truth is that most of our clients,

doctors, aren't making a ton of money.

I mean, some are, of course,

don't get me wrong,

but they don't want to talk about it.

They don't want that to be a thing.

And I think so for that reason...

They don't talk about any numbers.

And so when we walk into offices and

we start talking about production goals,

reappointment rates, treatment acceptance,

all a perio percentages,

all the things like the team.

actually gets really excited.

And it's kind of cool to see that

the team just all of a sudden opens

up and wants to be part of the

numbers.

I always find it interesting that our

clients don't call us after the team

meeting and say, oh my God,

that was amazing.

They actually do care and want to hear

the numbers.

It's like...

You know,

I've made this analogy a hundred times.

I'll say it again.

When Alexander started soccer and and they

were just kicking the ball around and kind

of playing keep away all the team and

all the all of the players were just

kind of clustered.

The minute the coach put red jerseys on

one half and yellow on the other and

said, okay,

your goal is there and your goal is

there, the game totally changed.

So now that the team knows where they're

going, it was fun to watch.

And it's the same thing with dental

practices.

The team wants to impress the owner.

The team wants to hit goals if you

give them goals.

And so that's a whole other conversation.

Is your software working?

Are all the numbers accurate?

It's a different story.

But this is just the concept of...

Team wants to know.

They do.

Start talking about it.

And don't be afraid of numbers.

Now, profit, again, is off limits.

We're not talking about profit.

We're talking about production goals,

collection goals, all the KPIs.

So I just think that people want purpose,

you know,

and you got to give them something to

go to, like the soccer team.

Um, okay.

So your Amber, I don't,

is there an Amber alert over there?

Is everything okay?

No, you know, some,

I don't know how it's by,

cause it was my daughter.

she gets through my focus.

Cause you know, So is your,

is your daughter Amber, Amber alert now?

It literally called the emergency and I

was freaking out because I was dialing

nine one one and I was like,

I'm trying to like pretend like I'm

focused and I'm dialing nine one one as,

as we're sitting here having a podcast.

So it's all cool.

We've had episodes before about what KPIs

should we track,

but I do want to get a little

bit granular.

Is there anything else to add about why

it's important for team members to

understand the goals other than they need

the purpose before we get into what they

should be tracking?

Well, I think you said it.

You said it.

It's purpose and it's

We want to help you get there.

And like you said, your son, like,

we don't know where the goal is.

We don't know which way to go.

You know,

I always say we're all we're all

individuals.

If we have experience,

we're all individuals on an island doing

our own thing.

Yeah.

if we don't know what the purpose is,

we don't know what the goal is.

So I'm good at what I do.

I'm just going to do what I do.

But if you say, Hey, Paula,

if you do this,

this will help us get there.

I'm like, absolutely.

But it's not going to do what I

know how to do.

And it's, you know, you,

you said it like this next generation,

they do need purpose.

And you taught me this.

And if you tell like a Gen Z

person,

hey,

I want you to hit this percentage of

a reappointment, and that's it,

they're probably not going to do it.

If you tell a Gen Xer,

even some older millennials, hey,

I need you to hit this percentage,

they will just because the boss asked

them.

The the younger you go down from kind

of like a millennial,

older millennial and down purpose matters

the most.

So so we talk about like numbers.

Hey, this is the number.

Hit it.

Let's start talking about it.

Just ask him to a younger gen.

That it's not going to work,

but it's the why it's the why and

the purpose behind it.

So I think any numbers that you guys

decide to start talking and incorporating

into your office,

you have to hit the nail right on

the head as to why this number matters.

And Paula, you said it best.

Numbers reflect the care that you give the

patient.

So again,

if hygiene reappointment rate is,

if our goal is ninety percent to reappoint

hygiene,

that's the number and you just say it.

Gen X, that's good.

Consider it done.

Gen Z is going to be like,

why ninety percent?

Like, well,

it's because we care about our patients

and we don't want them to go too

long without without and blah, blah.

And what are the consequences of that and

the whole thing?

So numbers are just a story.

It's it's.

is it good?

Is it bad?

If it's bad, why, how, what,

what do we need to do?

It's not like, oh my gosh,

you didn't hit that.

You're all fired or, oh my gosh,

you didn't hit that.

You're a bad team.

Hit something.

It's a system.

It's usually a break in the system,

not a break in the person.

So it just means we need to all

get together and figure out where that

break in the system is.

By the way, the Amber alert was.

Okay.

Update on the Amber alert.

Update on the Amber alert.

outfit because she's going to an event she

wanted to know if it was cute or

not got got it funny when you said

amber lord i'm like she pushed something

to get it all through and then i

go are you okay and she goes yeah

this outfit and then she sends me oh

oh well i mean we've got these uh

our marketing guy said you gotta start

using more things so when i heard that

i was like

Well, I didn't do that at first,

but then when you said,

is that an Amber alert?

I'm like, and I declined her.

I'm like,

maybe I should make sure she's okay.

Well, she's okay.

I mean, for a Xenial,

it probably is not an Amber alert,

but an emergency.

Got it.

Okay.

So, so let's talk about each department.

So what are the numbers for each

department?

Yeah.

and i know that's a loaded question but

let's not get crazy with this let's just

give maybe enough to tease the audience

and bring it bring it down so let's

start with the front let's start with the

front office sharing numbers is one thing

but giving the front these goals

can really move the needle so i've got

a couple uh ladies first which what are

your numbers at the front that you're like

you know what's funny is i just did

um right after all of these i have

a meeting on uh you know we don't

we don't tell our team it's called

performance evaluations but basically

performance evaluations right yeah and

the things that I put on there are,

you know, the cancellation and no shows.

So appointment confirmation rate, uh,

treatment acceptance rate.

And then probably the biggest is kind of

like, uh,

there's so much that goes into it,

but like, uh, uh, a,

production goal like scheduling scheduling

to goal i guess i should say and

then you said front office right yeah am

i just making shit up okay and and

and an overall collection rate the thing

about collection rates um that i've

learned over the years is you know we

do week-to-week kpis and it kind of goes

like this like one week it's like sixty

percent you're like wow it's like they're

on yeah

but all of a sudden you'll see a

trend and all the checks kind of come

at a certain time and then it'll go

like back up.

So I would say, you know, production,

of course,

because we have to fill the schedule.

If we don't produce, we can't collect.

So production collections,

because just because we produce,

we don't always collect.

So we have to have, you know,

that has to come.

And then for me,

the cancellation and no shows because, um,

That reflects creating value,

creating that system of our office

policies and being able to have that

difficult conversation up front to keep

the schedule full.

And then I'm missing one.

I think overall,

just reappointment rate overall and case

acceptance,

because even though case acceptance is

partially the entire team's

responsibility,

because

If you don't create value in the back,

I'm not a magician.

But,

and if that was bad as a front

office person,

I would be meeting with my clinical team

and saying, Hey guys,

I feel like I'm following up.

Nobody's rescheduling.

What does it look like back there?

I know your handoffs up front are shitty,

you know, whatever,

but those would probably be my top ones.

Yeah.

I mean, you nailed them for me.

That's it.

I think I'll just put an extra emphasis

on scheduling only.

And like how you do that, I'm thinking,

you know, the doctor can track open time,

the doctor can track dollars,

meaning production goals for the day.

But like...

scheduling just gets overlooked.

And I'm just going to stress on that

one.

You got to tell my horror story.

you go ahead yeah what go go for

it you had to hear me complain on

a daily basis it would be just as

well well i just think that like depending

on the identity of your office you usually

have like a front office court a

scheduling coordinator and an insurance

coordinator and if you've listened to any

of our other podcasts about outsourcing uh

insurance billing remote billing

You're going to hear it again, sorry.

But the personalities,

and sorry if you're a front office person

and I offend you here,

but the personalities of a scheduling

coordinator and a billing coordinator are

almost two different people.

So when you're interviewing for front

office people and getting experienced

people,

you almost are interviewing for two

different personalities and two different

people.

I want you to imagine this really like

extroverted,

like really great personality,

an amazing person that just can almost

like a salesperson.

That person is very much a treatment

coordinator and scheduling coordinator.

But then you've got the other type of

personality,

and that's a very detailed introvert.

Good if you just throw them in a

closet for sixteen days and they come out

and they're energized.

It's like, oh my God.

With perfect accounting,

with great numbers and everything.

All the boxes are checked and it's done.

That is like your insurance coordinator.

And so if you're trying to hire for

the wrong person,

you're going to get probably some bad

results there.

And the point that I'm making here is

that Paula, she kept all of it,

billing and schedule coordinating in one

person.

And one day she walks in.

Because my program wasn't big enough to

hire her.

Yeah.

You had one person.

Yeah.

And, and that, that, that's great.

It's a lot of offices.

And one day she realized that her front

office person was literally spending hours

chasing down a thirty two dollar fluoride

from Delta Dental or whatever it was.

We wish we could get thirty dollars in

Delta fluoride.

But and, and,

and the next day was empty.

Yeah.

So, so folks, what's more important,

chasing thirty two dollars or picking up

the phone and scheduling people?

Wait.

And what's better is I was I was

interviewing the other day and she said,

well,

we don't leave until the schedule is full.

And I thought, well,

that's a great answer.

But when are you looking at that schedule?

Because and she's like, well, you know,

by the end of the day,

I check it.

And I said, oh, so.

At four or five,

you look at the schedules for tomorrow and

it's not full.

And now you have two hours of overtime

trying to fill that schedule.

Great answer,

but overtime's not available at this job.

Yeah, exactly.

So it has to be super, you know,

again, the why, the purpose behind it,

understanding why this literally drives

the entire practice is filling that

schedule.

That's right.

So back to numbers.

Track either open slots or track dollars.

Everybody's kind of got their jam,

but just share the numbers, guys,

and have the conversation.

All right, let's pivot.

Hygiene.

I'm actually going to let you just take

this whole segment, Paula,

because hygienists need to look at

numbers.

And I find,

I'll just pre-frame this for you,

is I find that hygienists really do want

to know the numbers.

You all think they don't most of the

time when Paul and I are talking about

numbers,

it's the hygienist that get the most

excitement.

Isn't that ironic?

All the doctors are constantly bitching

about hygiene and how much they cost and

all the things,

but most of them aren't sharing numbers

with the hygiene.

I did a hygiene program yesterday and I

said,

your reappointment rate is like probably

average.

You know, the, the,

You know, the top is ninety four.

You're continuing care when they walk out

the door.

You're reappointing.

I said, you know, average is eighty eight.

You guys are like ninety one.

You're what?

Who don't we reappoint?

They got offended.

They got it.

I pull it up.

And ironically enough.

like three of the employees and the doctor

and his wife had all been seen like

one week and messed up their numbers.

Yeah, it was hilarious.

And then the other one was she had

appointed a periotherapy,

but didn't take the continuing care box

and fix it.

So it was showing that she didn't

reappoint the patient for

their preventative care,

which in fact she had diagnosed perio.

So it was hilarious.

We spent ten minutes trying to I had

to calm them down,

which I loved every minute of it because

they were so competitive with themselves.

See, that's what I mean.

Yeah.

It was amazing.

I loved it.

Hygienists love numbers.

You all wouldn't think they do.

Of course, some don't and are like, meh.

But I would say, again,

I'll stand on that comment that every time

we share the numbers,

it's the hygienists that get the most

excited.

Because they can actually move the needle.

We're producers.

They are producers.

That's right.

So what are some of the numbers that

you would ask the hygiene team to track

and monitor?

Well, there's more than one, number one.

But reappointment rate, that's easy.

It's a slam dunk.

They're in your chair.

Reappoint them.

It should be ninety four percent.

It should be worst case scenario.

Eighty eight percent.

You really.

Ninety.

There's no excuse.

We have transient places.

We have college kids.

Of course we do.

OK, college kids reappoint once a year,

get them in next Christmas.

Children,

their parents aren't around in the moment.

Hey,

I took the liberty of going ahead and

scheduling you.

Tell your mom to call me if it

doesn't work.

Really just the transient places,

especially here in Arizona.

We have a Sedona, beautiful,

millions of people live up there,

but there's also a lot of visitors that

come in,

emergencies that really truly can't be

converted to patients.

They're vacationing.

Well,

just know your number and set the bar.

Exactly.

Periodontal diagnosis, huge.

Fluoride acceptance.

What do you mean periodontal diagnosis?

What do you mean?

Like dollars?

Percentage.

Or amount?

Yeah.

I saw ten patients and I diagnosed three.

Is that what you mean?

So technically about thirty ish percent of

the practice of all the hygiene patients

seen should be perio.

But as you know, Michael,

because I've taught you a lot of that

in many practices older.

So they'll have thirty five percent perio.

But that was a hygienist that perio

maintenance counts in that.

And that was years ago.

And today they had seventy new patients

this month and ten of them had periodontal

disease.

There's a problem with that when fifty

percent of the U.S.

over thirty has periodontal disease.

So so so folks, listen to that.

It's the new perio versus the old perio,

because I get a lot of buyers that

look at perio numbers and like, oh,

it looks good.

Say it again in another way, if possible,

Paula, just to set that in stone.

Cure that light.

Cure it.

I think you have to look at the

active numbers, not a forty nine,

ten or a forty three, forty one,

a forty three, forty two.

How much active perio is being diagnosed,

not just what is the percentage of the

practice that has perio?

if you, you know,

it accumulates over years.

So it's,

are we currently still diagnosing and is

it proper diagnosis?

And we're not relying on the hygienist

before all the stuff she did that now

counts toward our numbers.

Fluoride acceptance,

if you believe in that,

You know,

eighty percent for adults were really good

for a pedo or if we've got see

a lot of children.

It's a covered service typically.

So it's easier to diagnose when interns is

paying one hundred percent.

So it's really that adult program that I'm

looking at overall at eighty percent.

And then I think the last thing probably

that's a big deal is production per hour.

And I would say nobody knows this.

We had a doc in Utah.

I did this for very well.

He was he really wanted to know these

numbers.

And is is our hygienist truly producing at

least three times their wage?

It is difficult, but that goes into two.

When we say three times your wage,

that's an insured practice.

If you're a paper service practice,

you should be blowing three times your

wage out of the water.

So don't sit and say, well,

we see a lot of PPOs and insurance,

Delta patients.

Yes.

The only time I would probably give grace

is if we have a pure Medicaid office.

there might be some discrepancies there of

how much we're producing per hour.

But if we're,

because we're looking at a mixed bag,

I'm a hygienist, not just doing prophy,

not just doing prophy and x-ray,

doing prophy exam and fluoride and x-ray.

I'm doing not exam doctors.

I'm doing gingivitis therapy.

I'm doing full amount of debridements.

I'm doing periotherapy.

It should be mixed.

And when the month is added up,

I should be producing

minimum three times my wage.

Okay.

Okay.

Got it.

Thanks, Paula.

Gosh.

Thanks.

I asked you to double down and then

I retracted that statement because you got

excited.

No, it's great.

It's perfect.

Um, okay.

Pivoting then.

So we've covered like why importance or

importance matter,

why numbers matter or why they're

important.

We've, we've covered,

we're covering which departments we've

covered front office numbers,

hygiene numbers.

The last of course,

and definitely not least is numbers for

dentists.

So when I say dentists, dentists,

Well, I guess it's kind of both,

but like I'm thinking the associates or

the non-owners, or if you're an owner,

of course you're an owner,

you need to look at like all the

numbers of all these things that we're

talking about.

But now let's just talk about dentist as

like associates or producers.

And my big thing with docs is really

like, well, there's two things.

It's how much did you diagnose each month?

and then how much of that got accepted

and so a lot of you think that

like it's so funny like we talk to

doctors all the time about their

acceptance and they're always appalled or

offended that we say forty percent of case

except uh is is the average case

acceptance it's actually thirty nine but

um what we're talking about is if a

doctor diagnosed a thousand dollars

on average four four hundred dollars gets

accepted so if you if that or just

in general for the month month day

whatever it's for that that thing we track

is did they reschedule that day if they

scheduled it that day so that that kpi

we look at that thirty nine percent

acceptance is when but we look at it

for the month

We look at it for the month.

If the patient calls back,

that number doesn't go back.

Oh, I see.

So it's the day of acceptance.

So that's a little bit of an outlier.

But I would say if the patient does

leave,

there's a pretty low percentage that

they're going to accept later.

Oh, a hundred percent.

Yeah.

on the phone so so again back to

the the number it's it's it's it's what

did you diagnose how much money did you

diagnose i know that sounds rough but

again numbers just tell a story if it's

a hundred thousand a month if it's five

thousand a month what's your number what's

your baseline what are you what are you

diagnosing and then how much of those

dollars get accepted

If you want to do it by the

day,

if you want to do it later on,

you have your way to track it.

It doesn't have to be the way even

dental Intel does it, but just track that.

No, if you're diagnosing is down or up,

we find that doctors get tired.

We find that they get older,

they get distracted at home.

There's a lot of things that fluctuate

what doctors are doing in the chair.

If they go to some big CE at

midwinter, Chicago midwinter,

and they come back energized,

their diagnosing is up.

If they're just kind of in a funk,

or maybe they're really busy in that week

or month doing a ton of dentistry,

they stop diagnosing, and then guess what?

Next month, it shows up.

It's light.

Yeah.

So,

track how much you are diagnosing on a

month-week basis and then how much gets

accepted.

Those are the big ones for me for

a doctor.

Can you think of anything else that might

be important for a doc to track, Paula?

Well, I like same day treatment.

That's a good one.

So I like to really focus on when

they're, once they come back,

are we able to discuss the benefits of

having a, you know,

additional things done in the mouth?

Did we complete treatment?

Can we go ahead and do a night

guard today?

You know, there's all kinds of things.

So I really pay attention to same day

treatments.

That's great.

And the last thing I also do pay

attention to is the cancellation and no

show as a doctor, because again, you know,

if we don't cancel on our hair stylist,

we don't cancel on our nail tags.

So if we're canceling on our doctor,

it's not always just the front office

responsibility.

It's,

why did this patient not value getting

that done?

I mean, listen,

no one wants to spend money.

No one loves the dentist.

No one wants to hurt or get a

shot.

But if we do a really good job

of explaining the consequences of not

getting something done,

we should have less and less cancellation

and no show.

Also support our team in teaching them as

they're rescheduling,

when a patient calls,

What are we now?

Not so much an associate.

They can't really control this a hundred

percent, but as an owner,

if this is something big in your practice,

what system is broke?

Is it our treatment enrollment?

Is it our front office verbiage?

Is that our actual just office policy?

But I will say a lot of it

stems from the value that the dentist

creates, because again,

I'm not canceling on certain people in my

life.

I'm being canceled on all the time or

most often.

Maybe we're missing the mark when we're

presenting a case to a patient.

Yeah, I love that.

I love that.

So every department, front, hygiene,

dentist, has numbers to track and follow.

We won't get into that.

We'll skip that one because we've been

going, but there are certain...

things that the dental assistant should

have responsibility.

Dr. Justin Marchegiani I love that.

So I think this episode really just

debunks the idea that team members

shouldn't have numbers to go after and at

least goals.

And even if you're a conservative,

aggressive, whatever doctor,

it doesn't really matter.

You have a baseline.

Figure what that is and then pay attention

to what you're doing on a weekly,

monthly basis based on your baseline and

track it and have a discussion around it.

And I think that's appropriate and that's

what needs to be done.

And then the last little bit is the

why behind those numbers.

So we just talked about a bunch more

numbers.

Just slow down with the younger

generation,

meaning the middle to young and younger

millennials,

and just talk about why it matters to

be looking at these numbers and tracking

and make meaning meaningful.

to the care that you're providing the

patients it has nothing to do with the

dollars in your back pocket that you're

probably thinking and being you know

feeling insecure about you got to get it

down to the meaning to the patient to

the practice and all of that um and

and take it away from your back pocket

profits so um

So that concludes another episode of

Dental Unscripted.

Paula,

thanks for always showing up and being

your best.

We love doing this program.

We want to continue to do this program.

Those likes and subscribes matter to us,

and we'll just keep doing it.

We've got more content later today and the

rest of this month coming out.

So thanks again for always being part of

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