A Success Template for Your New Associate

Bringing an associate into your practice will always involve something of a leap-of-faith. Even after all of the diligent work you do in the selection process to find the right person, eventually the time comes where you have to let them go to work on your patients. When this time comes you can't be there in the operatory with the new associate. It can be an anxious time for the associate as well, especially if he or she is a new dentist.

That's why you need to make time outside the operatory to work with your associate. This is not to "check up" on them or interfere, it's to ensure they are getting the support they need and that they are delivering care according to the philosophies and standards you have established in the practice.

I recommend for at least the first six months you both arrive early to prepare notes. Have the new dentist take a leadership role during morning huddles. Don't leave at the end of the day until you have met again and all case documentation is complete. This "Prep-Do-Review" method gives structure and focus to the dentist's activities and ensures that the entire team is current and complete with each patient—but it doesn't end there.

Reserve a few hours each week to review comprehensive cases together, collaborating on everything from records to diagnosis, to treatment planning and clinical delivery. This is where you get to really be involved as a mentor by sharing the benefits of your clinical experience and patient knowledge. Introduce them to the idea of local study clubs, so that they can see the benefits of continuous learning and collaboration with colleagues beyond just the two of you.

It's also important to get together regularly for broader discussions. Meet once a month for four hours or more to talk about progress. You should also spend a day with your new associate quarterly to strategize about practice goals. And at least once a year go to a workshop together where you can grow and get aligned on clinical advances in an environment that encourages personal bonding.

The daily performance and professional development of a new provider in your practice are too important to be left to chance. Create a structure like this and you will give that new person the best chance to succeed.



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