Most new dentists graduate with minimal communication, business, financial and leadership skills, yet are somehow expected to successfully merge into a world wrought with issues that require these for success. Many new dentists have never had a real job or management position, and fewer still have held a leadership role. A dental practice is first and foremost a business, and depending on clinical expertise alone for success is a roadmap to failure. 

Empowerment begins with acquiring strategic management and communication skills and an understanding of the critical role leadership plays in running a successful business. It is better to be respected than simply liked, but I know from experience that a good leader can accomplish both. 

Many of the issues leading to burnout, along with exacerbating personal health and financial problems, are often attributed to lack of control by the practice owner. The uninitiated often perceive a leader as one wielding power and dominion over his/her subjects, but a good leader is not hierarchical, autocratic, afraid of feedback or conflict or above correction. Rather, a good leader leads by example and makes known that, although the final decision is theirs, the benefits to the team of which they are a part is paramount. 

A dentist’s transformation from tepid technician to intrepid leader ought not feel like a coup; rather, it should be a thoughtful and intelligent assumption of control that facilitates acknowledgement of the dentist’s role as team leader while enhancing each team member’s sense of power and contribution. To do this, the dentist must create a vision and continually guide the team in a positive manner toward achieving a successful result.

The following are 10 proven leadership strategies that help cultivate a smoother running office and a cohesive atmosphere:

1. Do not delegate most or all leadership roles to someone else, like an office manager. You are the boss — act like it.
2. Be flexible and willing to seek advice and change for the better, but trust your own common sense in decision-making.
3. Exercise leadership traits through policies, consistency and example.
   
   1. Adhere to policies you set.
   2. Attitude is infectious. It starts in the morning and can be constructive or destructive.
   3. Honesty, integrity and excellent clinical skills are noticed and admired by staff and patients alike. Adhere to a “do unto others policy” at all times and without deviation.
4. You, the doctor, are the director and producer. Never forget your role.
5. Have a “the buck stops here” attitude. Let your staff know you have their backs when certain situations arise. Do not shirk your duty. Face conflict head on.
6. Make an effort to stay on time. Be aware of the stress always running behind schedule has on your entire staff.
7. Don’t let staff call you by your first name. You are Dr. Smith, not Bill or Cathy. Resist close social contact. It may work for a while sometimes, but, ultimately, it causes problems.
8. Be firm. Being firm does not mean being dictatorial. This does not diminish your kindness or caring attitude toward staff or patients, but they must know you mean what you say. Better to be respected than simply liked. A good leader accomplishes both.
9. Be the first to arrive and the last to leave the office whenever possible.
10. Lead by example. Never ask others to do what you are not willing to do. If the practice is running behind or it’s just a busy day, empty a trash can, pick up debris, or help clean an operatory. Your staff members know you do not have to do this, it but reinforces that you are part of the team. You will be surprised by the positive effect this has on morale.