Dental A Team Podcast

Kiera Dent
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Dental A Team Podcast

This podcast is here to give dentists and all dental office team members, in EVERY position, TACTICAL and PRACTICAL TIPS to: - Be more efficient - Have more fun - Improve doctor and team communications - Eliminate frustration - And make your life easier! Jump in! We are thrilled you have decided to LEVEL UP and be part of the DENTAL A TEAM! New episodes every Tuesday, Wednesday, and Thursday.

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    #931: Book Club: Focusing With Deep Intent

    It’s Dental A-Team’s last book club episode of 2024! December’s book is Deep Work: Rules for Focused Success in a Distracted World by Cal Newport. Kiera dives deep (heh) into what it means to work with such intensity in a world overrun with distractions, including layers of cognitive focus, an increase in the ability to master topics, the power of routine and ritual, and more. Episode resources: Find the full book club rundown here! Subscribe to The Dental A-Team podcast Join Dental A-Team Consulting Leave us a review Transcript: Kiera Dent (00:01.124) Hello, Dental A Team listeners. This is Kiera and welcome to the book club. This is the last book club of 2024. Can you believe it? We are to the last book club of the year. And just as a fun little book club, let's do a year in review of all the book clubs that we've done together this year. So in case you didn't read these books or you need a book or you need to remember the book clubs we did, January, we did the Go Giver. February, we did Crucial Conversations. March, the Noticer.   April, buy back your time. May, high output management. June, come up for air. July, you can heal your life. August, your next five moves. September, die with zero. October, the power of fun. November, who, how. And December, deep work. This is our last one. And like talk about a really fun year that you guys have actually gone through of all these different books. And I hope you've enjoyed them. I hope you've read them. I hope you've enjoyed the book club. I'm excited to...   like, you know, we're doing in 2026, it's still TBD or excuse me, 2025 still TBD. But talk about how many incredible books that you guys have read this year. and just think like that's so much wisdom brought into your life. And I hope you're implementing these ideas. Like I think back to, as we look back, the go-giver remembering to do those simple acts of kindness for people and to notice and to give more value than people expect. Crucial conversations, saying what needs to be said, not like dodging and beating around the book.   or the Bush. Wow. the noticer just noticing people. remember the, the, was either the beach. He was sitting on a beach and eating seafood and was like, I'm on this crummy beach eating this like day old food. And the noticer said like, I am eating surf and turf with a view and just looking at things differently. thought was it such a cool perspective, April, buy back your time. You guys know, I'm obsessed with this. What's your dollar per hour? how can we buy back more of our time and do more of what we absolutely love?   High output management, figuring out how we can actually maximize and be high output consistently within our management team. Really lovely book. Come Up for Air. You guys know I love this one. This was like leveraging systems and teams. I made my leadership team. I didn't make, I had our leadership team read this book. There was so much goodness with Come Up for Air that I loved. Systems and tools, we've implemented so many of the things from that book. Definitely is gonna be on my consistent books to read here over here.   Kiera Dent (02:23.552) The next one, you can heal your life. This one was such a unique one of diving deep into our own personal lives and how can we heal ourselves and heal from the past and letting go of things that are holding us back. Your next five moves, looking at the business strategy and thinking of what do we need to do next and what are the next five moves in our business. Really incredible. Die with zero. I loved Die with Zero. Another book where you literally like live life now.   And it's such a controversial book compared to Profit First. I love the controversy. I love thinking of it, but really die with zero and how can we have more fun in life? The power of fun. you know, remember how to feel alive again and the different areas of how we can make fun and play more a part of our daily life. Who, not how. It's going back to buy back your time. Thinking of who can do this, not how can we do this? Who can we leverage? Consultants, team members.   Delegating collaborating all those different pieces and now today deep work This book to me is such an incredible Like I love it. I love it so much It was recommended to me by a doctor that I'm obsessed with and their team and he's just someone this doctor I feel is able to get so much done and I was like, what do you do? And he said deep work is one of my biggest things and he goes and hides in the library and he Will consistently like this doctor is someone that I feel is such a high   output constantly and just keeps doing it. like his secrets are he's great with time management. He has none of the apps on his phone. So there's no Slack, there's no text messages or excuse me, there's no emails. It's literally just used as a phone. And then he has, he blocks his time. He's very disciplined. He's disciplined with his spiritual life. He's disciplined with his kids life. He's disciplined with his physical life. He's disciplined with his work life. And I'm just so impressed by who he is. And he said deep work was one of his pieces.   So getting into deep work, are four rules. number one is work deeply. Number two is embrace the boredom. Three is quit social media and four is drain the shallows. And what I loved about this book is he really talks about like he, this guy, he was like in his room and he realized when he like locked himself in this room, he was able to like exponentially grow in his career and like what he was learning and realized.   Kiera Dent (04:41.464) that the reason we don't grow as much as we could is because we're constantly distracted. so within Deep Work, it talks about, we blocking time? And you can call this CEO time, you can call this Deep Work time, but like, we blocking time, distraction free, to work on the biggest projects of our organization? And so Deep Work, like I said, you will see in every one of my calendars, blocking out two to four hours per week is what I recommend for doctors. And I'm really big on blocking it during your production time. So that way you actually...   are super focused and super intentional with no distractions. That does not mean you have to be in the office. I actually sometimes recommend not being in the office so you're not distracted, but it's really awesome. There's actually some really cool apps that you can do that lock everything. So when I go into deep work time, you can literally lock everything. So no email, you could set up the apps or the browsers that you're allowed to do. And then literally your whole computer locks out of everything else. So when we get bored, we want to go scroll social media. You can't do that.   And that's where it's like the embracing the boredom that I thought was so critical and so incredible is we embrace the boredom. We embrace these different things because when you embrace the boredom, you push through versus being distracted and wasting away our time. so during it, like literally you want to go check your email and it's shocking because you'll see how often you check your email, check your social media, do all these different things. But the answer is like, we're here to have deep work with no distractions and we're training ourselves.   to become so effective with our time when we're working on these projects that we actually move the needle forward exponentially. And I love this. I love this so much because we are in such a distracted society that we don't get deep work done. So many dentists are like, Kiera, like, I just can't get this done. I'm like, block the deep work, block the CEO time, office manager, same thing. Like this is, and it's not for us to do the little tasks, like the payroll that we know is going to get done or to check. It's like, no, we need to make a operations manual. We need to get that done.   We need to build out new job descriptions and tiers for our employees to move up from one position to the next. We need to go and figure out like it could be CE. For me, a lot of times it's like projections for the next year. It's looking at my PNLs. It's building out for us. Like I've been working, my deep work time has been so focused on building out content for next year's in-person events for our doctors that I hope that you're coming to. If you have not, please sign up. Prices do go up in January. We have promoted the prices through end of year for you guys.   Kiera Dent (07:04.42) giving you, want people to have this be a no brainer. So you actually save exponentially thousands and it is a complete tax write off. You get to come be with us in person. You get to network with peers, but we're going to do, like I said, a strip down from top to bottom of your business. And you're going to have a plan every quarter of what to do plus one-on-one calls with the consultant. And you also get us to help with team implementation. So we're working with the doctor and the team. It's doctors and OMS in person. This has been my deep work. This is what I'm working on every single week. This is what's pushing the needle forward. This is how   as a CEO who's busy, I pushed the most important things forward. And it's crazy because this is, one of my favorite quotes from Jaco Willings is discipline equals freedom. And so having the discipline to do this deep work that Cal Newport talks about in there is just so incredible to me. because really we've got to be digging in, we've got to be working on the pieces that move us forward. We have to be able to focus without the distractions on these tasks. And so like,   It literally allows you to focus and to work without distractions. And they talk about in their like shallow work versus deep work and shallow work is non-cognitively demanding logistical style work often performed while distracted. So think about like how often we submitted payroll while distracted, h

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    #930: Getting To That 10% More

    Tiff and Dana are here to gameplan your goals for 2025 by starting big and breaking it into smaller and more attainable pieces. They discuss aspects to consider, such as profitability, time management, tracking systems, and more. Episode resources: Subscribe to The Dental A-Team podcast Join Dental A-Team Consulting Leave us a review Transcript: The Dental A Team (00:01.106) Hello, Dental A Team team listeners. We are back here today. I've got Ms. Dana with me and we are here to talk to you about numbers today. I'm excited for this one. Practice owners, doctors, dentists, all of you guys out there, this is a really important one and Dana and I have some awesome information to really hand out to you. But before we dive in, Dana, how are you doing over there? How are you?   We're wrapping up the end of the year. I know I've seen a ton of successes in so many of our clients. How are your clients doing? What are you working on right now with your clients?   Dana (00:34.404) Yeah, it's great. 2024, I think was an interesting year for a lot of practices. I think different than some of the more recent years. But I think in all of that, practices are still coming out with huge wins, lots of growth, and getting patients to accept treatments. So I call that a win for 2024 for sure.   The Dental A Team (00:52.836) Yeah, I agree. think there was a lot of... gosh.   unknown uncertainties in 2024. I think 2020 we had some uncertainties too, right? We walked into the year with uncertainties, but then it kind of grew from there. And we've had just this massive growth in dentistry, I think since 2020 and COVID shutdowns. And this year, was kind of like, wait, hang on dentistry still doing fine. we're in a, we're in a recession proof industry, but what the heck is going on? And so there were just so many questions I think in outside of   of dentistry and financially that it did lead to some oddities that we haven't seen in recent years, like you said, within the dental world. know a lot of my practices have been, I think they're coming out of it now, but we had some issues with confirmations or patients coming to appointments or pre-collecting, kind of making sure that those pieces were really dialed in and locked in, because I did feel as though here in the recent months, kind of September, October.   some August really was tough for some practices in case acceptance, but then November hit got a couple weeks into November, how we'll say it and things just started to really turn around again. And I think again, there's so many uncertainties of the world translated into uncertainties within the dental industry and and Dana, I think you saw that too. Yeah.   Dana (01:55.438) Thank   Dana (02:15.363) Yeah.   The Dental A Team (02:16.56) Yeah, well guys, we're on the other side of that. So this is the exciting part and this is one of my favorite times of year. I'm really looking forward to what's to come and we have to look at what was right to know what can be in many cases, but this is the time of year where we really get to dream up what next year will look like and what it can look like and it's just so much fun for me.   I love building out goals with practices. I love seeing what it's going to take to get you to that goal and really working backwards. So dream big and then work backwards and make it smaller and smaller and smaller. So today, I wanted to chat about that and Dana pulled in to help me just really discuss how we go about increasing goals every year. And we do this with all of our clients. We look at what does an increase look like for next year? What is it going to create for you? So a lot of our clients will say, you know,   I want to have more time at home with my family. We're having a baby this year. We want to take a maternity leave. I want to take a vacation to Europe for two weeks. I had a doctor that took her family to Paris this year. Like, how are we building that into the goals? And realistically, how are we making your business work for you so that you can have the personal life that you want? And so your team members can as well.   But really what does the business have to do to afford you those pieces of life that are really, really valuable and important to you? One of those things that we look at is your profitability. And your profitability is key, you guys. That is the extra money on top, that's the kush, that's the, this is really what my business is able to create for me within that. So we do look at that when we build out your goals, but just on average, we wanted you to know what an increase, an annual increase looks like.   her practice majority of the time a practice that's already been working off of their BAM. So their bare ACE minimum, right? Your, this is what it takes to pay my bills. This is what it takes to survive plus a percentage to get that profitability. So we typically look at, I Dana and I talked about this this morning, we're usually looking at what's your BAM. So what's your baseline? This is my baseline, just like at home, like this is what it takes to   The Dental A Team (04:35.57) feed my family and to pay my bills. This is the baseline money that's going out and then 20 % on top of that. So baseline plus 20 % creates a profitable business. If we're only looking at baseline, you guys, I don't know, I felt Dana like in that conversation this morning that it was a confusing space maybe for people that...   That's one of those spots I think where we talk dental. People are like, what are you talking about? All right. Our marketer this morning was like, what's a bloody profie? And I was like, that's funny. So it's one of those spaces that's like, what are you talking about? But Dana, I you do this with your clients to have really that baseline plus that 20%. So Dana, how do you go through that with your clients and really helping them to figure out one what their baseline is, and then what that 20 % is on top?   Dana (05:00.716) No.   Dana (05:25.09) Yeah. So really it is, it starts with their overhead. So what is their overall practice expenses? Okay. So that's going to be part of their bare ACE minimum. And then what are they taking home? Right. Also to any debt services, because we've got a pair of debt services to be to utilize them, whether it's a practice loan or equipment loan or whatever it is, as far as debt services, we've got to put that in your BAM. Cause at the end of the day, those things have to be paid or business will be shut down.   The Dental A Team (05:34.546) Yeah.   Dana (05:53.052) Failure to pay those things too So just making sure that you know all of those pieces that go into it and all of that is accounted for because oftentimes actors like well No, I don't put my pay in there. Well, right? You're not being able to live your life and you're not being able to afford like you have to be paid too That's why you are a practice owner. That's why you chose ownership, right? So we want to make sure that is included in there. So Let's just say we know you know, they're they're   The Dental A Team (06:05.446) Yeah, yeah.   The Dental A Team (06:15.538) Yeah.   Dana (06:22.148) BAM is 100,000, because I like round numbers. So 100,000, we would obviously say then, okay, for that 20 % profitability, we need an extra 20,000 each month. So your goal then for that month becomes 120,000. And as long as we hit 120,000 each and every month, that will give you your BAM every month, plus your 20%.   The Dental A Team (06:25.735) Yeah, same.   The Dental A Team (06:37.339) Mm-hmm.   The Dental A Team (06:43.302) Yep, I love that. I think the confusion or to separate statements is we've talked about when we talk about all the time your overhead and Dana, you just mentioned your overhead, right? So we do say your your true overhead.   is if someone if someone were to purchase your practice from you today, what would they respond be responsible for taking on your pay your loans and come with you right you they they're not going to continue paying you. So what would a practice owner take from you if they were to purchase your practice is your true overhead. So in order to find your band, you find your true overhead, this is your outgoing money. And then you add in your loans, your debts and your pay.   And if your associate pay or whatever else is not included in your true overhead for you, you add that in underneath. This is what you have to make in order to maintain your business as it is. So if you were looking at your personal finances, you would say, great, what are my credit card payments? What's my mortgage payment? What's my car payment? Those go into your baseline for what you need to make as an individual within your home. So you're to think the same thing. What does my practice need to make to baseline to say,   We are at a zero zero, right? We are zero zero. We are not negative, but we are not positive. This is what my business has to make. And then we add, like Dana said, that 20 % on top of it. So that's the difference, you guys, when we talk overhead versus bam, is overhead is different. Your bam is going to be everything included. So I think that's where some of that confusion may come in.   Now that 20 % can be bucketed out however you want it to be. So that 20 % could be bonuses. I do have a practice that's like, Tip, want, this is our BAM, but I want my practice to bonus every month. I'm like, great, then let's add a percentage after your BAM.   The Dental A Team (08:34.276) a certain percentage of that will be their bonus. So they know if they get to this tier, this tier, this tier, but for that practice specifically, you guys and for most of my practices that talk about this, I want you to know I don't go bam plus 10 % and then they get you know, they get that bonus at that 10%. No, I still want bam plus some now it's above above and

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    #929: 3 Unexpected Attributes For a Winning Dental Team

    To inspire the most effective team for your practice, Kiera shares three key attributes that need to exist among staff members: Trust and vulnerability Healthy debate Peer-to-peer accountability Episode resources: Subscribe to The Dental A-Team podcast Join Dental A-Team Consulting Leave us a review Transcript: Kiera Dent (00:01.05) Hello, Dental A Team Listeners. This is Kiera and I am so excited for today's podcast. This is something that I've been working on with tons of teams and within our organization and just a lot of different fun things for you. So I hope you guys are having an incredible day. I hope you're ready for just some magic here. I hope you're ready for some podcast magic. I hope you're ready for some life magic. And I hope you just remember we are truly so blessed because we get to work in the incredible profession of dentistry. So I hope you just remember that. And as always, thank you all for being podcast listeners.   Don't forget to download, like, subscribe, share this, leave the reviews to keep this dental podcast serving all of you practices for free. That's how you guys can help us out is to go and share this with someone to give us those reviews, to share it in those Facebook groups because my goal is to have this podcast in the hands of every single Dental A team listener, every single dental, we need an edit. 52.   My goal is to have this in the hands of every single dental practice out there and so you can help make that dream a reality. So please share it, love it, like it, leave the reviews and just know I'm giving you a high five, a hug as appreciation and thank you. So let's get going today. Today I wanted to go through, I've talked about it a couple of times before, but there is a book by Patrick Lencioni called The Five Dysfunctions of Teams and I've talked about it before. It's one of my absolute favorite books.   on the podcast. have not booked Club This and I honestly should book Club This, but it's a really great one. And I was introduced to this book and I was told to literally use this book in like partnerships and different things. And if we don't have the core five layers of this, we actually have dysfunctional teams. And so me and some of my offices, we've been working on it and we realized that we don't want to have dysfunctional teams. We want to have functional teams. And what's another word for functional?   It's a winning team. And so if you're not familiar with it, I'll give you a quick rendition. I coach this with lots of offices and I think being an outsider, that's honestly why I love being a consultant. We are having the same thing within our company because sometimes just that outsider perspective can really, really help you and your team get on board and get into those levels that you need to have it. And so with Teams, I'll just introduce you to the five dysfunctions of a team or as we call it, we flipped it around of how to have the five elements of a winning team.   Kiera Dent (02:20.186) So it's in a triangle and at the bottom, it is actually with the bottom portion of the foundation of this triangle is called trust and vulnerability. And so if we have trust and vulnerability and it's not trust of like, if I delegate something to you, I know you're actually going to do it. Like that's one element of trust, but there's the other element of trust where I trust that I can say whatever needs to be said to you and know that there's not going to be backlash. There's a really great example think about in sports.   The quarterback is getting sacked and they go to the blocker and they say, hey, you've got a block for me. I need you to block. And the blocker is not like, the quarterback's so mad at me or the quarterback's feeling this or that because they have the conversation. But we have permission to give feedback and receive feedback. And I think really setting up your office to have those permission to play, permission to give the feedback, permission to have the conversations, permission to say what needs to be said so we can ultimately make our practice grow.   Now, of course, within trust and vulnerability, the way we say things and the way we present things will oftentimes make it so much better versus just saying what needs to be said. So I do believe that trust and vulnerability is an art more than it is a science. But if you can get your teams really having that trust and being able to call the shot, if you will, like in sports, because in sports, they're able to do that because they know how to win and they're willing to call each other out. They're willing to say what needs to be said because they want to win. And in Patrick Lanzione's book,   it really does give the formula of how we're able to win as a team. And so if we know how to quote unquote, put points on the scoreboard, and that doesn't necessarily mean revenue, it can, but if we know what winning looks like within a practice, then it's easier to have the trust and vulnerability, have the conversations. And I think the more you give your practice the permission to play, the permission to have the conversations, the easier it is. But this is a conversation that needs to be had. I go around to offices and I actually coach offices on how to do this, on how to have these   conversations on how to say the things because the reality is this is tricky. And in a lot of offices, this isn't real. If you speak up and you say your mind, you get fired. And so society has kind of taught us not to have this trust and vulnerability, not to say what needs to be said. And I'm here to say, why don't you have your practice be a different experience? Why don't you have your employment be a different experience? There's this whole buzzword of vulnerability and being authentic. And I think this is how we actually can create that as a real true piece within our organizations.   Kiera Dent (04:44.27) So once we go up the rung of the ladder, we've got trust and vulnerability. The next layer is healthy debate. So if we have this true trust and vulnerability with each other, we're actually going to have the healthy debate. We're gonna say what needs to be said and we don't come, I really help offices and teams realize we're not coming from our own selfish vantage point. Yes, we bring our vantage point there, but we're always working towards what's in the best interest of the business. And if the business and the practice is the root of what we're doing, then guess what? The healthy debate should be not if you're right or if I'm right.   but it's literally what's in the best interest of the business. And I think when offices do this and have the healthy debate and we have the conversations, hygienists bring their opinions, dental assistants bring their opinions, front office brings their opinions. And again, not to be right, but to figure out what's the best for the business and the practice and the patients instantly we're able to flourish, which then leads to the third rung on this ladder of our winning success pyramid. And that is commitment.   So whatever we healthy debate, whatever we decided meetings, we as a team actually commit and we're not having these side conversations. I always say, what needs to be said in a meeting needs to be said in the meeting. We're not having it go outside because once it goes outside, we've lost all of our trust and vulnerability. We've lost all of our ability to communicate with each other. All of that's gone. And so say it in the meeting. And if you don't say it in the meeting, that's on you. And you need to take the ownership of that and say, I didn't have trust and I didn't speak up and I didn't healthy debate it.   And that's on me because whatever's committed in that meeting, we commit and we move forward, which then leads to the fourth tier, which is peer to peer accountability. And I think what's really lovely in peer to peer accountability is let's go back to that sports analogy. They're having peer to peer, that quarterback's not running over to coach and saying, hey coach, could you tell the blocker to block for me? They're like, hey office manager, could you tell that assistant to have that route slip handed better to me? No, we've given permission to play.   We're calling the play, if you will, like block for me. I can't get sacked. We're not going to win. If you don't bring up a route that fully filled in that's, that's hurting me and the patient, the patient didn't get the best experience and nobody wins. And on peer to peer accountability, if we don't have that, we don't have the permission to play within our team. And we don't have the trust where teammates can call each other out so we can win again in a way that's with love and empathy and curiosity and also making it to where the patient wins, the team member wins and the practice wins.   Kiera Dent (07:03.234) That's what we're looking for. We want our patients to the best experience. And if we can't call each other out when a route slip is not handed off perfectly, or we don't have a perfect handoff, the patient didn't get the best experience because now they've left and we didn't get the correct information there. The treatment coordinator didn't get the best experience. They didn't win from that. The dental assistant or whomever dropped it off or the hygienist whomever dropped the patient off, they're not getting the best experience because they didn't even know it was a wrong handoff. And this is where we have that peer to peer accountability. And when you can get your practices to have peer to peer accountability,   your practice will flourish. And that's at the top of the triangle is winning. And in Patrick Lanziani's, it's the opposite and it's like inattention to results. And so this is the flip of how to have a winning model. And I just want to come on of like, if you can help your team realize trust and vulnerabilities whe

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  4. 12 THG 12

    #928: Maintaining Patient Trust After A Senior Partner Leaves

    Dr. Brian Harris is back once more, this time talking about how he continued the practice after his father left. He touches on financial considerations (like selling to a DSO), growing pains being part of a first-of-its-kind DSO, and more. Episode resources: Learn about Smile Virtual Listen to episode 840: Easy Way to Get More Patients Subscribe to The Dental A-Team podcast Join Dental A-Team Consulting Leave us a review Transcript: The Dental A Team (00:00.214) Hello, Dental A Team listeners. This is Kiera and I am so pumped that you are back for day two with me and Brian Harris. We talked yesterday about partnerships and the different pieces about it. And now today we're actually going to talk about how to have a successful practice after the buy-in, which I think is so important and is not talked about. So get ready and as always, thanks for listening. I'll catch you next time on the Dental A Team podcast. And one other thing I want to talk about really quick is after you buy in. Yeah, let's talk about that.   Well, I just, you know, come like 2014, 15, 16, like, I don't have to practice for long time. And then I start getting to that point where, you know, you're like, I just want to, I want to have full control, you know, and you start thinking like, man, it'll be nice when this is just all mine, you know, and I will tell you, that's the one thing that I did not appreciate that senior doctor that's been there for so long.   They're the ones that have all the trust with the patients. They're the ones that they're the they're they're your most predictable producer that you're ever going to find is a doctor. Like you want them as your partner for as long as possible. And when they're ready to be bought out, you want them to stay on and continue to work for you as long as possible. There's that selfish side of all of us that I think we're like, I just want to call this all mine. I just want it to be mine so I can make all the decisions. But   it's really, really hard to replace a family member, especially if it's like your father that you're working with. It's going to be really hard to replace them from a production standpoint with an associate doctor, but also the stress of having to worry about somebody else's work and are they doing a good job? Are they being fair? When you have someone that you trust, especially when it's family, you don't ever have to worry about that. You don't ever have to worry about them pissing patients off or saying the wrong thing to staff or, know, it's like,   I think that's totally undervalued that there's so much value in having, you know, a long trip partner continue as a partner in the practice and continue as an associate after. Yeah, no, that's brilliant. And also just thinking, as you were saying it, I don't think that we value the wisdom and the mentorship of that senior partner. You can't put a price tag on it and you can't even realize, but I guarantee you.   The Dental A Team (02:20.683) Your dad taught you a lot about how to run a practice from a successful standpoint. He'd gone through a lot of things. Like you said, like trusted with the patients. That's what's built a lot of this foundation for you that I think like, yes, agree. I think it's good that we have egos to a point because they drive us. But at the same time, realizing how much you can learn from that doctor, that senior partner before they leave you.   Now, of course, there's some senior partners that aren't as great. understand that, so, depending upon your partnership. But if you have a good business partner, if they're good with the business, if they're good with production, if they're great with patients, if they've built something of a legacy, if they want to leave a legacy, I think those partners are just invaluable. And so kudos, thank you for bringing that up because, yeah, I think it is easy to wanna like move on. Like, I wanna take this on, but gosh, there's a...   There is a lot of wisdom in that. And also for, I'm sure for your dad and for those senior partners to have a place that they also trust, like to pass it to you and to see it flourish and to be able to continue to work and do their passion for as long as they want, I think is also a gift you can give that senior partner for building a practice that you were able to buy to grow, flourish, just allowing them to finish out their career in a way that they want to, I think is also pretty incredible. Yeah, I agree. How do you navigate the DSO world now?   I'm just gonna like dive into like all the like, juices, like, what do do? Because like, you can hold it for a legacy. How do you navigate legacy dental practices versus selling to a DSO that's paying top dollar right now? I just want to ask all the questions, Brian. I'm here for you. Do you know my story, right? Yeah, tell our listeners. Yeah. So I mean, I think it's, I think it's absolutely a conversation needs to be had. One of the things I didn't recognize   And I don't even think Scott and I recognized it when we bought my dad out is, you know, we went and paid him what the practice is worth. And then we were like, wait, you know, we have a eight and a half, $9 million practice. Now, who's going to buy into this? Yeah. Who's going to be the other third partner that's going to come in and, you know, and pay, you know, $3 million to buy in just a fraction of ownership and a practice. and so we, kind of got ourselves to this place where we're like,   The Dental A Team (04:37.333) we're kind of stuck, you know, and it's a great thing. it's either, okay, good, continue, just continue to do what you're doing and figure it out 20 years from now when we're ready to retire. Or, you know, do you take advantage of joining a DSO? Do you take advantage of creating a partnership now and growing with them? And what does that look like? And so, I mean, we turned down   14, 15 different offers. mean, we would get it. We'd get approached all the time and it just never, it never made sense. And ultimately we were approached by a group. did it not make sense? Explain why it didn't make sense. It didn't make sense for me because it was like,   The Dental A Team (05:22.253) I want to say this in the right way. I felt like we had spent a lot of time building like a reputable brand and I felt like it was like selling out. I felt like it was like, you know, it's like we build like this, this elite brand and it's all about patient care and, and quality dentistry and all these things. Then it was like, but we're going to take a big check. And now we're just part of this other group of bunch of other offices. Sure. And   And so when Gen 4 had approached me, they sat me down and they basically were like, hey, this is what we've done in the endo space. This is what we did in the oral surgery space. This is what we did with small doctors in the ortho space. And they'd had this track record of forming groups within the specialty industries that were highly respected specialists in their industry.   And so, you know, they said, hey, we're looking to do the same thing with cosmetic dentistry and higher end family practices. And when they shared that vision with me and I started to look at it and then I reached out to a handful of my friends that were very, very well known cosmetic dentists, you know, probably 10 years my senior that are that have some of the most well known practices in the world. And and and I said, hey, you know,   What do you guys think? You know, is this something you want to be a part of? And when I saw them start to see that same vision that I had where they recognize like, hey, they're kind of in this interesting spot too now where what is their exit strategy? so there's been a ton of us that have joined Gen 4 and it's been a journey. mean, I would feel totally comfortable saying this out loud if the...   investors and the partners were in the room like, yeah, there's challenges. There's challenge anytime you're growing something new in an industry. You there hasn't really been a DSO out there to my knowledge that's that's been one of trying to do more higher end, higher quality. And I've, I've worked with a ton of them. And I actually think there are some amazing groups out there that they do excellent dentistry and do very good quality dentistry, you know, but   The Dental A Team (07:46.475) A lot of them have started from the ground up, one or two offices, to bring together a bunch of seasoned offices. That's a tougher thing and hadn't been done at this level. So it's, yeah, we've had our own pains, but at the same time, like, it's been great. It's been great to kind of work through that together. I've been part of the group two years now and I'm happy. I really enjoy it. You know, they give me total freedom. I haven't had to change the way that I   practiced industry, you I do everything exactly the same. But you know, there's some other behind the scenes business stuff, you know, that I've had to adapt to. but no, no regrets, no regrets at all. And were they a DSO? And if you can share this great and if not, don't don't fill because I know every day is different. were they one where it was like they sold you stock in the business, they took part of it then they keep you on as an associate? Is that basically kind of because I know that's most of the structure of DSO is they'll buy you out.   pay you for it where you're at, you get stuck in the company typically, and then they continue to pay you as an associate doctor basically of whatever production. Is that how it worked for you with Gen 4? Or were there different nuances or different ways that they did it for you to keep it within what you wanted it to be? Yeah, the two main structures I've seen, it's like they're coming to buy out half and you stay half partner and then you continue to grow together or they buy you out entirely.   and you roll back in s

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  5. 11 THG 12

    #927: Navigating Burnout: “It’s Not A Dead End, It’s A Cul-de-sac”

    Dr. Brian Harris of Smile Virtual gets real and raw with Kiera. The topic: burnout, and how Dr. Harris navigated it to boost himself toward success. He talks about what that meant personally, professionally, as well as tackling the reality of finances and production with a practice partner, and more. Episode resources: Learn about Smile Virtual Listen to episode 840: Easy Way to Get More Patients Subscribe to The Dental A-Team podcast Join Dental A-Team Consulting Leave us a review Transcript: The Dental A Team (00:00.536) Hello, Dental A Team listeners. This is Kiera and I am super pumped to welcome back one of our top guests that's been on the podcast, Dr. Brian Harris. I hope you guys caught his last podcast where we went into all things for Smile Virtual, how we can increase your practice by doing virtual consults. And today he's back to chat, case acceptance, and I'm going to geek out and ask him my own personal selfish questions, but Brian's incredible. Welcome back, Brian. How are you today? Thank you. It is great to be back. I loved the conversation we had last time and I feel like we started to   to get into some really cool topics and then we ran out of time. So this is great. I'm excited to be back for sure. I love someone who can geek dental with me for as long as we were to where we run out of time because we're just so in the thick of it. And so welcome back. I love it. Tell us though, for those who might have missed the last episode, kind of just give them a quick rundown of who you are, how you became the Brian Harris, how you're helping dentists across the nation. I love what you do. I think you do incredible work.   And we even have actually had, this is random. I have friends that have worked for you in Arizona that I just put the connection together last night. I was like, wait, Trista worked for you. And so it's kind of a fun time, but kind of for our audience, if they don't know you, give them a quick intro about you and what you do and how we even got here to then tee up our stage for today. Yeah, that's always scary when you have friends that have worked for somebody or worked for me because then you're like, shoot, they know like, they know the real me. So,   You know, I will I'll give you a background. You know, I feel like I've got, you know, a pretty common story in dentistry, but then also like a pretty interesting one, too. You know, I grew up around it. My dad was a dentist. I've got two brothers that are dentists. My father-in-law is a dentist. I mean, it's it's just kind of always been part of my life. Joined my dad's practice 2005. He was doing a ton of cosmetic dentistry at that time. And so   you know, naturally was able to mentor me and allow me to do a lot myself. And we have a, you know, just a great family cosmetic practice. And we built that into five different locations throughout Arizona. And then probably like 2016 was like the real pivot point for me because I was, you know, we were cruising along, we had the five locations, but I was burning out and   The Dental A Team (02:29.088) And I kind of was just like, man, I just want to do what I love to do. And I don't necessarily want to be going to all these offices. I don't want to be working the hours that I was working. And so I had an experience with my wife kind of urging me to push and post more on social media and kind of show the world the type of dentistry that I do. And everything just kind of took off from there and started to build a brand and started to   to have patients flying in to see me. because of that, launched a software platform called Smile Virtual. talked about that last time and it's the top tele-industry platform now in our industry. And I still am seeing patients three long days a week and loving what I do with Smile Designs and probably about 70 % of all my patients fly in from out of state to see me in two visits.   That's my story. It's been pretty remarkable and I've been able to take the things that I've learned and I'm just passionate about sharing that with other doctors and helping them do the same in their own practices. I love it. Thank you for sharing that. And it was interesting because my husband and were talking last night. I told him, said, hey, tomorrow's podcast day. I'm really excited. We were chatting about your podcast. And my husband actually asked me an interesting question. He's like, Kiera, I think this would actually be a really good podcast topic. And I said,   I don't know the answer to it. So Brian, maybe you can actually help. Because as you were talking about your story and having the locations, I think there actually becomes this pivotal moment where we're on this path. And so my husband asked me, he said, what's the difference between settling, failing, and living in the moment? And I'm curious if you have any insights on that. I know I didn't prep you up for it, and I didn't even plan to talk about it with you. But I think you kind of hit that level, right? You could have kept growing, and you decided.   Like I'm burnt out, but I think so many of us it's like, well then am I settling and like gonna just scale back? Am I failing because I'm tired or am I like living in the moment or then also pivoting to what I really want? So do you have any insights on that? Like I said, I wasn't planning on it, but I didn't have quite the answers and I think it could be a really interesting combo to kind of kick us off today. Yeah, I love that question. I really love that question and I've never been asked it before. And so that's why when you asked it, I was like, huh.   The Dental A Team (04:50.446) That's actually really interesting. I think, I think what happens is for me, at least the way I experienced it, it kind of, I experienced all three of those things at the same time. Like I felt like to some degree I was like, well, yeah, we have the five locations. Like I should be happy, know, I need to be successful doing what I love. But then also I kind of felt like I was, you know, so I felt like I was like, well,   am I settling because I don't get to do only the stuff I love? And then it kind of felt like failure because I felt like, you know, I should be happy, but I wasn't. So I kind of felt like I was failing at this game of happiness as a dentist. And then I think the third part of that is like recognizing that like, that's the sweet spot. Like that's where you want to be because I feel like that's where the magic happens when you get to this.   this point of like internal conflict of like, what's really going on here? Like that's like, when you make a move there, you know, if you make the right move, it's always going to be like the move that made a difference. know? It's interesting. And I'm curious, like, how did you reconcile through that? And like, how long does it take? Because I know, like I'm going through a very similar experience and like this summer, I just hit rock bottom and I'm like, but on paper, my life is like popping.   It's the most perfect and like people on the outside looking in are like, here, what are you talking about? My family is like, what are you talking about? But internally you have this guilt, you have this struggle. It's like, I'm so happy with the life I'm living, but I'm also like so stretched, so thin. And I'm also questioning like, am I really on the path that I want to be on? Or am I just on the path that kind of like fell into my lap? And maybe I'm, managing it rather than creating it. So like how long does, and I agree with you, it is the magic sweet spot, but it.   feels like it's the failure sweet spot. feels like it's the rock bottom. feels like it's the the ultimate failure of your life. I'm like, I'm, my life is so good that I'm so miserable. It's such like this like paradox of life. So how did you navigate through it? How long did it take you? Because it doesn't happen overnight. And I think so many people have this like   The Dental A Team (07:01.678) misbelief that it's like, Brian woke up and was like, I know what I want to do. Versus it's like it takes some time. And maybe you did. Maybe I'm the one who just takes a long time to figure out what I want to do in life. But how was that for you? How did you navigate it? Yeah, I think what happens is, when you've been there a couple times, like to me, I see it now is like, that's just part of the process is part of growth. The first couple times I found myself in situations like that with different   companies that I started or things that I got involved in. It took me months, even years to make a decision. But now it happens all the time where, you know, I'll have this great idea and on paper, like it's like, this makes total sense. And then I start down that path and I'm like, ooh, this is a bad idea. And so now I've gotten really good at like, just, when I recognize that it's not a dead end, it's just a cul-de-sac. You just freaking turn around and go back the other way and,   and do something different. And so I think, I mean, you're going to have listeners, viewers that are at this point where they're like, I don't get it. Like I'm just getting started. don't even, I can't even get patients in the chair. Like I don't have that problem yet, but they will get to that point at some time. And so I think if you're there, then it's like, listen to this conversation, cause it's going to happen sometime. And then you're going to have a lot of people that I feel are there. And, and I think that the important thing is   stop making decisions, just decide. Just decide. If it's what you want to do and you're like, you know what, I'm ready for a change. A mentor of mine pushed me and as I was going back and forth with him of like, I want to do this, but I also only want to see small design cases. But I also don't want to make my dad and brother upset because they think I'm being selfish for not wanting to do

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  6. 10 THG 12

    #926: Update Your Ops Manual Without Breaking a Sweat

    Tiff and Dana discuss updating your operations manual in a way that doesn’t completely stress you out. They dive into details about each of the following steps: Establish an ops manual point person Schedule regular updates Delegate sections Set due dates Just because it’s a big deal doesn’t mean the process can’t be fun and effective. Episode resources: Subscribe to The Dental A-Team podcast Join Dental A-Team Consulting Leave us a review Transcript:  The Dental A Team (00:01.615) Hello, Dental A Team listeners I am so excited to be here with you again on this beautiful day. I have Ms. Dana here in the house with me. That literally feels like she's in my house. I wish she were here, but we are houses apart. Dana, how are you today?   Dana (00:18.36) Damn pretty good, how about you?   The Dental A Team (00:20.703) Good, good. We are over here at the time of recording this just getting prepped for the holiday season. Like we're well into it at this point. I feel like holidays have began and parties and gosh, I feel like everything, so many things are going on and I only have one kid. I see this all the time. Dana's got a slew of children over there in her household and her husband and all of these things and Dana, you have just been running around like crazy. You went to a...   a recent event where we were very excited for you. Tell us how that went and we did you did was it PBR the bull riding? How did the kids how much do the kids love that?   Dana (01:00.131) Yeah.   Well, they loved it. It's something about too, I think of bull riding, right? The goal is to say it on eight seconds, right? So my kids can all pay attention for eight seconds, even the littlest one. So it's something that they will like, we'll all enjoy it. They all pay attention the whole way through. Sometimes it requires snacks for the littlest one, but it was great.   The Dental A Team (01:11.591) Yes!   That's fair.   The Dental A Team (01:22.959) I love that. That is a very good point. I feel like we all need to remember that because I don't know how much better our attention spans really get. I know they say like for anything that you post on social media or for for you guys for doing marketing engagement, things should be able to grab someone's attention and hold it within that first like three to five seconds of looking at something. And so I just don't know that our attention spans have gotten any better than that eight second, you know, time frame. So I think the PBR is for everyone.   I think that is such a good point of view. I know when we went before my sister and I had gone and I was like, holy cow, they were only up there for like three, four or five seconds. I'm like, it felt though like a long time watching it. I'm like on the back of this crazy animal. Like this is this feels like a long time. So kind of plays into that too, where I know I have practices that   I'll work with and I'm like, you know, you've got to be on time. You to your patients back on time. Like if they're here 20 minutes early and you're taking them back on time, if you haven't notified them they were here early or kept them engaged while they were here, they feel as though you're late. And so if they've been here even five minutes earlier on time and you're five minutes behind, it makes such a difference. And sometimes I'll have...   practices where we're just so heavily focused on that patient interaction, that patient experience that I will make them do wall sits. They'll be like, yeah, whatever, Tim, you're crazy. And I'm like, cool, let's do this. We're going to do some wall sits. And I don't know if anybody's done a wall sit recently. They are painful.   that really puts into perspective how long a minute is. think normally we get to like 25 seconds and people start dropping out. It's a difficult one. So I love that you said that, Dina. That was such a good perspective to add there. PBR is so much fun and it's just the time of the year where we're just like prepping for everything and having so much fun with our families and our friends. And we have our holiday party for Dental A Team coming up, our virtual party. And it's just such a time of year to really   The Dental A Team (03:24.851) look back on all of the things that we've accomplished and we've done so far. I know for me, I've been looking at okay, what did what did I set out to accomplish? What did I actually accomplish? And what did I miss along the way? And a lot of those pieces, I think we miss those goals along the way, because we really didn't have a good plan. I know for me, I miss personal goals or work goals constantly, because I just didn't have enough plans set in motion. I didn't have enough   trajectory and I didn't have enough laid out of responsibilities and like really how I was going to accomplish that thing. And today talking about Dana, I pulled you in always for operations manual, but really looking at how we can update the operations manual next year. And when we were prepping for this today, you mentioned really splitting it out and making sure that things are broken apart. And I think that is a huge space that we miss.   on the operations manual build out. I have practices, I just talked about practice last week that was like, I don't know, Tip, how do we do this? And we go listen, anybody can do it. You can do it in three months, you can take a year to do it. Anybody can do it in any amount of time as long as there's a plan set in place to get it done. And that plan has to be set in place before the day that you're gonna go start it so that you can see that progress. So taking time out of your day now.   to prep and plan for what it might look like to either create from scratch or template. We have our templates, your operations manual if you don't have one or getting it updated for next year. And Dana, you work with practices a lot. I you've actually done operations manual intensives and things like that. You work specifically with practices to build out their operations manual. whether again, we're building it out or we're updating it, what do you see as some of the key points that   need to be hit on in order to be successful in the build out and to really feel like gosh this is done for now because it's a work in progress it's always in motion so it's done for now what do you think are some really great tips that they could take away to really get that going for next year?   Dana (05:35.584) Yeah, and I like what you said, first of all, planning and preparing for it because it is a massive project. So one, if you haven't started it or you don't have one, it is a massive project. making sure that you have somebody, you'll utilize your full team to build it, but you're gonna want someone there that is kind of your accountability person or who is spearheading it. So they're setting due dates, they're checking in on team members, they're making sure that...   Progress is staying on track or adjusting if we get off track. And they're making sure that time is set aside each week or each month, however you're dividing it. So I think first of all, have your person who's going to kind of spearheaded or they're going to be responsible for it. And then because it is such a big...   The Dental A Team (06:03.065) Uh-huh.   Dana (06:18.602) document or a big project, it is also like a living and breathing document. So we have to update it as things change in a practice because what works for us today may not always work for us and get us the results that we're getting from it today. So also when it comes to updating, planning your updating and who is ultimately responsible for making sure it happens.   The Dental A Team (06:39.585) Yeah, I love that. And that's that space, you guys, that we talk about all the time of that responsibility and practices, owners and doctors and leaders are constantly saying like, gosh, Tiff, Dana, like, how do I hold my team accountable? I don't know how to hold accountability. And I think that's the key to the accountability. The reason we struggle holding people accountable is because we don't actually know what we're holding them accountable to. We're holding them accountable to like some phantom thing that we said was going to get done. But if there's not a person,   tied to that thing. There's not a date, there's not a timeline, there's not actionable pieces. It's really hard to feel confident and comfortable in holding someone accountable to it. So if you want to get an operations manual done or updated or what have you, maybe your office manager is responsible for ensuring that it gets done. Now that does not mean that he or she has to do the manual. It means that they need to help parse it out.   and they need to help find more responsibilities, delegate out what needs to be done within it, and then they're tracking it they're making sure that it's actually getting done and that those deadlines are being met. And when they're not met, we're revamping and we're saying, okay, fantastic, how do we get back on track? What needs to happen to get us back on track for this? So I think Dana, that's a huge piece of what we miss just in general with a lot of pieces. I know I was just in a practice not too long ago, a few weeks ago.   And I was like, great, fantastic. Like, who's responsible for what? And then he said, No, my front office, they don't like that. They like to just like everybody does everything. And I was like, cool, I want everyone to know how to do everything hands down. If you work in the front office, I want you to know how to do it all. But when I don't have confirmations done, who do I go to? He's like, well, it's like whoever can get to it.   So then what doesn't actually happen? Confirmations, right? So if we don't have someone, if I don't know that it's specifically my job, I don't know to prioritize that

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  7. 5 THG 12

    #925: Rising From Rock Bottom

    In this powerful episode, Kiera is joined by John Jackson, executive director of Defy Ventures, Utah. John shares his history as a criminal, the time he spent incarcerated for his crimes, and how he found the power to change. Kiera and John met through a Tony Robbins’ Business Mastery earlier this year, and Defy Ventures is one of the nonprofits the Dental A-Team is donating to through its Live to Give program this year. About John: Correctional officials once labeled John “the worst of the worst.” As he served 18 years in prison, John rose through the ranks of his gang by honing his leadership skills. After four years in solitary confinement, John realized that building his criminal resume would only lead him to life—and death—in prison. He made the dangerous and unpopular decision to step away from criminal activity while incarcerated at Pelican Bay, a notorious supermax prison in California. Since his release from prison in 2019, John served as the director of sales and fundraising at Hustle 2.0, helping to scale the organization from two prisons in California to 700+ jails and prisons in 47 states, serving 13,000+ incarcerated men, women, and youth. He co-authored 11 books. The curriculum provides holistic rehabilitation and healing for people in America’s most dangerous prisons, offering a pathway to college. John delivered a TEDx at Cornell University about ending the generation cycles of incarceration.   Today, John serves as the executive director of Defy Ventures, Utah, leveraging entrepreneurship to help incarcerated people transform their lives. He uses his story of courage and transformation to create hope for those who have been written off and forgotten by society. Episode resources: Learn more about Defy Ventures Reach out to Kiera Tune Into DAT’s Monthly Webinar Practice Momentum Group Consulting Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast Transcript: The Dental A Team (00:00.234) Hello, Dental A Team listeners. This is Kiera. if you don't know, Dental A Team has a portion of our company called Live to Give. And every single year, our company goes and looks for organizations or places that I believe in that I feel can give a greater impact in this world. We've done a Make-A-Wish for a child who had stomach cancer one year. We have done Stuff for Santa within our communities. We have done   scholarships for people. And every single year we did a coat drive with all of our clients and we were able to give so many coats to cold families. And this year I met an incredible man named John from Defy Ventures. And John was an incarcerated criminal for 17 years. He was at maximum security. He was in solitary confinement for four years and he was sent to Pelican Prison, which is the number one like federal prison in California where it literally is like a resume builder for prisoners, but that is like the top of the top.   He was in gangs and he has actually come out of prison and his five years since his release date. And he has a company called the Five Ventures where literally they help incarcerated criminals turn their skills that they've learned in prison into something good and to build businesses. And it's such an incredible company. It's probably not the one that I ever imagined that I'd be recommending or talking to you about, but.   I'm bringing John on the podcast. John is a dear friend. met him and I just was so inspired by him of who he is as a person. And then also if you want no affiliation with our company with them, but just a cause of Live To Give where we donated as well. But you are able to sponsor an incarcerated criminal if you want to be able to give them the entrepreneurship skills and you're able to give back to an organization that I believe is trying to stop generational crime. The US has actually more in cart.   our 5 % of the world's population and yet we have 25 % of the world's crime. And just watching how our world is going, if there are people like John who were incarcerated themselves and have been able to turn and become a force for good and to be able to do incredible things for this world, it might be something incredible for you. I am literally so excited to bring you guys today's guest. This is someone that I met a couple of months ago at Tony Robbins Business Mastery.   The Dental A Team (02:19.04) little plug we did freaking win john so we are the winners will show you our trophies. Yeah, bring the trophies up. But john was actually the reason that we won and we were helping support his company which is defy ventures. But john has such an interesting story. And literally I had the most life changing experience talking to john and so I'm so excited to welcome john I there's like so much more I want to say about your intro but I'm let you tell your story more than me enjoying you. But welcome to the show john how are you today?   I'm doing awesome. I have a huge smile on my face because I'm really excited. First is good to see you and second to be on your podcast to get to share with you. Getting to share that win on stage at Tony Robbins was definitely a highlight of my life. So thank you for supporting us and all in pushing us to promote while we were there as well. And I think you're back to back. You're on the back to back winning team, I think, two years in a row now. We're technically three for three, John, but   our win this time was the first one I got the trophy for. So thanks for making the trophy happen. Like I won them all the times, but, and it's funny because my friend that I had first, which some of the podcast listeners may have heard Pierce, Pierce had said trophy and we took a picture and he's like, here, I'm just going to take it home and then I'm going to ship it to you. And I was like, okay, Pierce, that's great. Cause Pierce is like freaking seven feet tall. So of course when Tony brought out the trophies, he like grabbed one. I'm not quite as tall.   And so I was like, no problem, Piers. And then Piers did a freaking podcast with me a little while ago. And those of you who watched it, Piers has his trophy right behind us on the podcast. And I was like, I remember that trophy, Piers. John, like this was like, and this we're talking, that was 2019. So this was five years in the beginning. But John, okay, Defy Ventures, you guys, we're gonna go into prison talk. John, I need you to tell your story. I'm gonna let you tell it. I'm gonna ask you like a thousand questions.   I literally felt like I interviewed you before the win. didn't know we were going to win at business mastery. For those of who don't know business master is an event that Tony Robbins puts on and you go to this event. This is actually in 2019. I went there literally skyrocketed Dental A Team to where we are today. but I learned so much about business and what you're doing is you're at this conference. It's running from like, gosh, 10 AM until 2 AM in the morning. Like it's insane. And while you're there learning content, you're also supposed to be building a business within. It is like the most exhausting thing that you've ever done.   The Dental A Team (04:38.688) And John's business was the one that we did this year of DeFi Ventures. And it was so cool. But John, tell your story because I'm not going to do you justice other than the fact that like this man came from one of the craziest prisons and I'm just beyond blown away of who you are as a person and the background story that you have. So John, tell us all like your little history, not little. It's like nuts. And now we're sitting here. You're a free man today on a podcast with me. Like literally the irony and the magic of your life is just inspiring to me.   Thank you. Thank you. I just reiterate, I really am so grateful that we got to share that experience and Business Mastery has been, it has been a force accelerator for me as well. And whether it's through fundraising or just growing the impact that I want to have. So I'm really grateful that I get to do that and get to be a part of that experience. But yes, I'd love to share a part of my story. And I just start from, you're to have some highs and some lows here, but I promise we'll get to the end of it and it's a happy ending.   but it started, like the most striking memories for me, start when I was 11 and it's, you know, from my mom kissing me, tucking me in a bed, kissing me good night and her going to work. she was a waitress at Denny's. worked the graveyard shift. So I get up the next morning and I'm on my way to school and on my way to school, I see my mom's car parked on the side of the road and I go look in and it was her murder scene. So that was.   I was 11 years old. I never knew who my father was. So after my mom was murdered, I went to live with my aunt. And my aunt was a drug dealer. She was an entrepreneur. And she was a really good entrepreneur. She just used her skills in the wrong way. But when I was 17 years old, I was in the car with her. And we both get pulled over. She's got drugs in the car. And I can remember the cop.   walking up and my aunt leaning over and telling me, if the cops find the drugs, tell them they're yours. She was already on probation. So her getting caught with drugs again was going to send her to prison. So I already lost my mom, right? I didn't have a father. I didn't want to lose my aunt too on top of that. So when the cops found the drugs, I lied and I said they were mine. And my aunt watched as I was handcuffed and put in back of a cop car. Now's my first time being arrested.   The Dental A Team (07:06.285) got to jail, 17 years old slap on the wrist, right? If my first time being arrested, I get released about two weeks later, but something that my aunt did was she praised me. She's like, good job. This is what you do for your family and you protect your family. And looking back now, I kn

    1 giờ 1 phút

  8. 4 THG 12

    #924: 2025: Getting Creative For Your Practice

    Kiera lays out a ton of ideas on how practices should be looking ahead to 2025, including the right percentage growth to aim for, why you actually can take time off for vacation, and more. Episode resources: Reach out to Kiera Tune Into DAT’s Monthly Webinar Practice Momentum Group Consulting Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast Transcript: Kiera Dent (00:00.994) Hello, Dental A Team listeners. This is Kiera and welcome to the Dental A Team podcast. I hope today is such a magical day for you. I hope that you are having such a fun time and I hope that you are wrapping up 2024, getting ready for 2025. I am so excited for you guys as you're wrapping up the year. And I just wanted to take a minute of let's not forget how to maximize and optimize our schedules for 2025. I know it can sound funny, but really if we take the time now,   to project out, prepare for our year. You are gonna have such a better year in 2025. So welcome to projections with the Dental A Team podcast. As always, if this podcast has changed your way, your life in any way, if it's shaped you, if it's molded you, if it's helped you, please leave us a review. Please share this podcast with someone because my goal is to have this podcast in the hands of every single dental practice to be able to positively impact and influence giving tactical practical skills and solutions for free.   So that way we can rise and elevate the world of dentistry. And that's my mission and my goal. And I can only do it with your help and your support. So leave those reviews, share it with somebody and let's make the world of dentistry realize how incredible it is that we're a part of it and give you practical tactical skills to take your practice to the new, to the next level. All right. So as you guys are preparing for production, the big thing you guys need to be doing right now, and I'm hoping that you do this before end of year, that would be optimal.   is let's start building out our schedule for next year. And that means we're looking at the number of providers we have, the number of providers we might be adding in, number of hygienists. And then also let's look at our vacation time we want off. So often I hear, Kiera, I just can't take time off of my practice. And I just say, that's actually not true. You totally can. We just need to plan and prepare for it. And then we need to set our goals accordingly. So you need to be looking at your practice now and it needs to be a minimum of a 10 % growth.   So we did a million this year, we should be doing 1.1 next year. So once we know that, we then go through our schedule, we figure out, all right, how many providers, how many hygienists, how many days off, how many holidays, let's look at all of that. Also, I would strongly recommend that you are actually looking at trends. And doctors and office managers, this is a phenomenal exercise to do together. So what we wanna do is you wanna look at trends. Historically, is our February always low?   Kiera Dent (02:19.648) And I usually look two or three years back, you can make spreadsheets about that. That's how we do it. So we can historically look, all right, how was our December? How was our September? Was it slam dunk timber or was it suck timber? What about our February? Was that low? Was it high? What about our December's? Historically, how are those doing? And once you can get the trends, we can also make our goals and our, like everything way more realistic for us. So then you're gonna wanna look through, and we actually have spreadsheets for this for our clients where you go through and it's going to be, all right, in January, how many?   days do we have available? How many days are we going to be off? What is our doctor out hourly? How many hours are they working? How many columns do they have? What about for our hygienist? And then it actually spits out a monthly goal for you based on the number of providers you have, doctor and hygienist based on what their hourly trends have been, which you can look back three to six months to see what have their, what are they historically doing? Then we can increase that. So maybe if our doctors are producing 500 an hour, maybe we bump them to 525 or to 550.   But really figuring this out so that way we can make sure all of them are hitting the levels that they need to be hitting that then projects you your monthly goal because based on the number of days providers that hourly we're able to do that. Hygienist as you know should be doing at least three times their hourly. Hygienist that's the standard across the board. I know insurances can be tricky and that's where we also look to see, okay, what do we need to add to our appointments? Are we doing our fluoride? Are we doing our laser? What about our FMXs? Are there things that we could be doing because guess what?   So many practices are able to hit this. And so I know that you're able to do it as well. It also means we've got to work on keeping the schedule full so we're not having as many cancellations. So we look at that. And then we also figure out we're going to take vacations in September because historically that's a really junk month for us. So let's do it there. We're also going to take them in February. Let's maximize the time where it's already slow. And if we can do that, we're actually going to do a lot better. And once you get all this data, it's going to spit out a number for you. And it's going to tell you, OK.   based on everything you put in, based on the hourly, based on the providers, based on the days off that we're having between holidays and vacations, you are gonna produce, let's say, one million. Well, we know we need to be at 1.1 because that's our growth. So then we look back and we say, okay, what could we do? Do we need to increase our hourly? Do we maybe need to bring in another provider? Do we need to look at how many days we're closed? Do we need to open up a few others? Do we need to increase our daily goal so that way we're hitting it? What does that equate to?   Kiera Dent (04:43.554) Oftentimes I'll look in offices like we need to produce 20,000 more. Well, a lot of offices are actually working 16 days a month. So if we need 20,000 and we've got 16 days a month, that's 1250 per day that we would need to add in. And then I love to take it to teams and I like to ask, all right, what is 1250 worth of dentistry? That's like literally one crown. That's a couple of fluorides, it's quad of fillings. Like it's a few night guards, a few like whitening.   And we start to get really creative. If we know that I love to break it down and then that becomes your new daily goal for your team. And this is how we're able to take vacations, we're able to hit our goals with ease and we're able to maximize and actually set effective goals for every single month rather than just arbitrary. Cause most people would say, Kiera, that's way too hard. And I used to be this person where I would take, if we need to do 10 % growth, I'll just take 1.1 divided by 12, bada bing, bada boom. We need to do 92,000 per month. Well,   That's great, but what about our low months? What about the months we're taking vacations? Like, are we just expected to produce a lot more? What happens if we have a hygienist that goes out on maternity leave? What happens if we have a doctor that goes out on vacations? Like, that becomes very hard. So if in the month of December, we're only open two weeks, well, I don't think that that month should be equally weighted as maybe August, where we've got five weeks in that month. So what this does is it really helps you actually maximize, optimize, take vacations, and make sure that we're able to hit our goals with ease.   I love this model. I geek out about it. I work with my clients on this. We work in our consulting with this because I think this is something that sometimes can feel daunting. And it's just stuff that we just don't want to do. I'm building out my projections. And then what I look at next is, okay, if that's what we're producing as a practice, what are our costs for next year? And are there costs that we're going to need to bring in of maybe hiring new people or doing different things? And do we actually like is 1.1 or that 10 % growth?   actually going to support and sustain the practice like we need it to do? Or do we need to get more creative? Being more creative, like could we add in other services? Could we do ortho? Could we do sleep? Could we do implants? Like what do we need to do in our practice? What things do we already have that maybe we're not doing? Like I have offices right now that are doing a whitening competition. That's easy ways to add in production on our schedule that we're already doing that we're just not maximizing. What if we've got a 3D printer? Could we look for night guards and could we do that?   Kiera Dent (07:06.332) What about sports teams in the area? Could we do those? Like this is where we start to get into our creative world to really truly grow our practices with ease. And so this is where I wanted to come and just kind of give you guys a quick snippet of how you can actually build these out. And the reason why we do this is like I said, so we're actually able to maximize and optimize and be able to hit our goals with ease. Now things that might come up as a tricky piece is like, well, should I be doing CE? And the answer is,   Like I'm all for CE, I'm all for doctors doing CE, I'm all for all of that. But I also wanna make sure that we're not being CE overload to where we're actually not implementing. So what I say is if you're gonna go to CE, there needs to be a complete action plan for you when you do come back of we're gonna do X number of cases. So if we go to sleep within the next quarter, our team's gonna set some goals around it and we're gonna try and actually ac

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Giới Thiệu

This podcast is here to give dentists and all dental office team members, in EVERY position, TACTICAL and PRACTICAL TIPS to: - Be more efficient - Have more fun - Improve doctor and team communications - Eliminate frustration - And make your life easier! Jump in! We are thrilled you have decided to LEVEL UP and be part of the DENTAL A TEAM! New episodes every Tuesday, Wednesday, and Thursday.

Thông Tin

  • Nhà sáng tạo
    Kiera Dent
  • Năm hoạt động
    2019 - 2024
  • Tập
    929
  • Xếp hạng
    Sạch
  • Bản quyền
    © 668974
  • Trang web chương trình
    Dental A Team Podcast

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