Trojan Blog

Trojan Today Classics: “To Give is to Gain” – By Phyllis Waite

The Phyllis Waite column “To Give is to Gain” ran in Trojan Today from August 2019 through August 2010. This week’s classic was among those published in 2010.

The Gift of Being an Effective Manager

By Phyllis Waite

From May 2010

Management is defined as directing the work of others. While all types of people can manage, the GIFT to the dental team is to have a manager who is an effective leader.

Dental teams require each person to perform duties consistently and precisely-timed to GIVE patients a centered, seamless experience. If patients say, “Go ask the hygienist” or “That is not what Doctor said,” your seams are weak or broken. Patients become confused and resistance increases.

While basic cross training is essential to managing the flow, skills necessary to be a Dental Assistant, Hygienist, Financial Coordinator, or administrative team member require mastery of specific skills. Specialists require recognition for their individual contributions; feelings of equality and mutual respect among team members must be nurtured. TAKING is when a manager is viewed as “more important” resulting in others feeling “less important” and leads to an unmotivated, resistant environment.

GIVING the team a respected leader should build team morale. Leaders should be empowered to plan regular team development meetings and spontaneous gatherings to meet the team’s needs and to recommend individual or team rewards. They should earn respect by their willingness to accept the responsibility of acting as the liaison and administrator of personnel policies and employee agreements. The team should know Doctor’s intention is to GIFT them full-time management support by giving the leader the ability to focus on the clinical and developmental needs of the practice.

GIVING LEADERS inspire the team to do the right things while managers focus on doing things right. A strong team is founded on every individual taking responsibility to manage their daily tasks and to deliver results. The manager or team leader has the additional responsibility to see the opportunity for change and the big picture, and then organizing time and projects to

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Trojan Today “Scheduling Challenges due to Insurance Processing Policies” – By Belle DuCharme

Most of us in productive dental practices have learned that getting multiple services performed in one visit is much better for the patient in terms of scheduling appointments in a busy life.

Many patients ask to have as much done as possible in one visit for convenience and comfort.

In the real world, we do what we can to make the patient happy. If it doesn’t compromise the standard of care or put the patient at risk, we comply with their requests.

Doing as much for the patient as possible is also advantageous to the clinical team because the use of materials and chair time is more cost-effective. Sometimes, however, an insurance policy provision dictates when you can perform certain procedures and when you cannot.

The patient certainly doesn’t want to pay for a service that would have been covered had itbeen delivered according to the rules of the policy.

There are countless dental claims that are disallowed because of policy provisions that don’t allow for combining two procedures on the same day. The following represent three examples of this situation:

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Trojan Today Classics: “Managing Success” – By Dale Tucci

Originally published in 2013, this Dale Tucci article looks at different types of leaders.

Managing Success

By Dale Tucci

From February 2013

Over the past twenty-five years as a management consultant I have enjoyed helping people succeed and manage success. Success is defined in the Oxford dictionary as: noun 1. a favorable outcome; doing what is desired or attempted; the attainment of wealth, fame, or position. 2. a person or thing that is successful.

I believe business success cannot be attained or managed until the business owner defines success in very precise and personal terms. Sounds simple! In truth this fundamental step is often overlooked or avoided by so many leaders. The premise here is straightforward: you cannot hit a target until it is in your sight.

If you are like many business professionals, you can skip the foundational work and rely on outsiders to define and recognize your achievements. In fact, professional advisors, such as accountants, may reinforce your success by comparing your achievements relative to industry norms. This benchmark method is valuable but in the context of personal success this alone may be insufficient to result in a sense of personal satisfaction. The true measure of success is based on your personal definition and level of fulfillment.

Success truly is measured against internal beliefs, goals, and values. Therefore, the most powerful accolades are those you give yourself. At the end of the day, your personal sense of achievement will fuel future actions to propel success and manage it going forward.

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