In a recent article I talked about how it's important to have someone, usually a senior assistant, take on the role of treatment coordinator in the practice as a way of ensuring the right focus and follow-through happens with significant cases, while freeing up more of your time to focus on clinical delivery.

A lot of dentists like this idea, but that article did raise some good questions about how to implement the plan. One reader wanted to know what to do if you don't have an assistant on the team who shows the kind of necessary leadership to take on those added responsibilities.

Another wondered about the logistics of it all. For instance, would the assistant in question now spend more time on administrative duties and assist only on selected cases?

Again, you probably don't have to look far to find the right people to assume these responsibilities. It may be true that you have not seen evidence of that kind of leadership yet, but you might be surprised what the people on your team are capable of when provided with the right education, empowerment and support. Just as it takes experience and focused continuing education beyond what you learn in dental school to become a great dentist, it takes extra effort and training to turn a good assistant into a great treatment coordinator. But they likely have all the characteristics you need to begin. After all, they are already at chairside, already communicate with patients and have a fundamental understanding of procedures and patient needs. Going to the next level where they put their actions into a greater context should not be a big leap.

As for how the additional duties would fit into the existing practice structure, there can be no stock answer. Obviously, the possibilities for a three-operatory, three-assistant practice are going to be different than for a practice one with two ops and one assistant. The important thing to remember is that we are not really creating a new job for any one person, we are defining a role—and that role can be covered in a number of ways.

You might have two people as designated assistants/treatment coordinators who can alternate between case management work and assisting. If you have only one assistant, she can share treatment coordinator duties with a front desk person and bring that person back to the operatory to explain the patient's treatment plan, and do a quality hand-off for the administrator to cover the financial arrangements and appointment logistics. If you just have one administrator who can't leave the front desk area or take on extra duties, it may be time—if your production numbers justify it—to add a new person to the team dedicated exclusively to new patient case management.

I have written more about the thinking behind value roles here, and you can find a set of lessons online where I outline the four key value roles in the practice and provide a printable outline of responsibilities for each. These are the roles that great practices incorporate into their systems to provide the best patient experience possible, but they don't have to reside in just four people. These are more than job descriptions; they are guidelines for a way of thinking, performing and being accountable. It's up to you to determine how to implement these ideas within your team and your particular practice structure in way that works best for you.

Be first to post a comment