For 6th year dental students at Taibah University

2. YASSER ALI AL MORTADA AL WASIFI
BDS, MSC, DDS, PHD
C O P Y R I G H T © 2 0 1 9 , A L W A S I F I , Y . A . A L L R I G H T S R E S E R V E D
SECTION I:
INTRODUCTION & PREPARATION
D E N T A L P R A C T I C E M A N A G E M E N T

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E X P E C T E D
O U T C O M E S
By the end of this presentation, you are expected to be:
1. Motivated to change your attitude to be more result oriented
with long-term view
2. Able to compare the different dentistry career options
3. Able to Define and recognize the importance of practice
management in dentistry
4. Passionate to practice dentistry successfully
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C O N T E N T S
Expected Time: 60 MinINTRODUCTION & PREPARATION
I. INTRODUCTION 5
II. DENTISTRY CAREER OPTIONS 32
III. WHAT IS PRACTICE MANAGEMENT ? 36
IV. LEARN TO BE A MANAGER 42
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I. INTRODUCTION
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I. INTRODUCTION
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• One of the major life constants is

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I. INTRODUCTION
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• Each day is a different set of circumstances and
a different experience for each of us
• However, our daily routine, from the time we
wake up until the time we lay down, creates a
cycle that leads us to comfort and routine
habits
• Such comfort creates neglect and negligence
in our character that makes us forget that life is
constantly changing
• Then when we realize that change has
occurred, we stress out, react, procrastinate,
complain....

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I. INTRODUCTION
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• Even if it’s hard to admit it, in school, at home,
and in the community we live, we were taught
to believe in following the rules and a set of
standards, and that being curious and creating
change is not a standard operating procedure
(SOP) that being obedient, doing what we are
told and what is “right”, is the key to success
and happiness in life

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I. INTRODUCTION
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• The attitude of resistance to change is a
limiting belief that will create a slow death
spiral to your practices
• That’s why it is hard for most of us to handle
and accept change
• Our coping mechanism is to postpone making
a decision or “paralysis through analysis”
• Our hope is that if we don't move or make a
decision, things will go back to the way they
were, or the problem or challenge will blow
over

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I. INTRODUCTION
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• Upon experiencing change, our initial reaction
is to resist it because we are afraid to lose the
comfort and normalcy of what we currently
have, or we have a fear of the unknown

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I. INTRODUCTION
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• Patrick Spencer Johnson (November
24, 1938 – July 3, 2017) was an American
physician and author, known for the Value
Tales series of children's books
• On September 8, 1998, he published
a motivational business fable
• The text describes change in one's work and
life, and four typical reactions to those changes
by four characters

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I. INTRODUCTION
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• There were four characters: two mice named “Sniff” and “Scurry”
and two little people named “Hem” and “Haw”

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I. INTRODUCTION
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sniff
Who sniffs out
and change early
scurry
Who scurries to
action
hem
Who denies to
change as he fears it
will lead to something
worse
haw
Who learns to adapt
in time when he sees
changing can lead to
something better

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I. INTRODUCTION
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• The four characters live in a
MAZE (which represents
your practices in your
town), and their activity is
to look for CHEESE (which
represents your practices
profitability, new patients,
systems, and staff)

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I. INTRODUCTION
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• Each morning, Sniff, Scurry, Hem and Haw wear their most
comfortable shoes to run and search the maze to find cheese
(There was a time when all of us did whatever it takes to succeed)
• They searched each day until they found Cheese Station “C”
• The four were so happy and glad to have found Station “C” which
is filled with cheese
• Hem and Haw, human as they were, became comfortable having
found Station “C” and thought that the Cheese in Station “C” was
more than enough to sustain their needs in a lifetime (Big mistake.
Things change)

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I. INTRODUCTION
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• Hem & Haw eventually moved their homes to be closer to it & built
a social life around it
• To make themselves feel more at home, Hem & Haw decorated the
walls with sayings, one read:
Having cheese makes you happy
• Hem and Haw lazily get up every morning and walk to station “C”
without their running shoes on (They start to stop doing what it
takes to succeed)

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I. INTRODUCTION
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• On the other hand, the two mice “Sniff” and “Scurry” still eagerly
run to Station “C” to search and find their cheese
• Then one morning, as Hem and Haw lazily walk shoeless to station
“C”, they arrive and find it empty and become furious and angry
• Unprepared, the humans have counted on the cheese supply to be
constant
• They rant at the unfairness of the situation and were angry at those
who stole their cheese (This is the point of entitlement in most
dentists)

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I. INTRODUCTION
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• They wanted justice and wanted the cheese to come back, but they
went home hungry (But not hungry enough to change)
• On the other hand, when Sniff and Scurry found that Station C was
empty, they were not surprised as they noticed the cheese supply
was decreasing
• They had mentally prepared beforehand for the tough but
foreseeable task of finding new cheese
• They easily accepted it and moved on to search for new cheese

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I. INTRODUCTION
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• The next day, Hem and Haw still walk to Station C hoping to find
their cheese
• They were still hoping that things were the same as in the past
• The cheese was still gone and was not coming back
• Haw, beginning to realize that the cheese-less situation was not
going away, proposed to search for new cheese
• But Hem was dead set in his closed mindset and rejected the
proposal
• Meanwhile, Sniff and Scurry have found “Cheese Station N”, a new
supply of cheese

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I. INTRODUCTION
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• Hem and Haw still have no cheese and blame everything but their
aversion to change
• Wanting to change, Haw once again suggested searching for new
cheese, but Hem rejected it again
• He didn’t want to change, he was already comfortable with his old
cheese and he was afraid of the unknown, the new cheese
• He just wants the old cheese to come back, and he’ll be happy
again
• After many days in denial, Hem and Haw remained without cheese
• One day, having discovered his weakening fears, Haw began to
laugh at the situation and stopped taking himself so seriously
• Haw realized that he should simply move on and enter the maze to
find a new cheese

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I. INTRODUCTION
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• While walking down the maze in search of new cheese, Haw took
time to write on the walls the experiences and lessons he learned
in his search for change and the new cheese
• Haw did this to create a guide for his friend, just in case he finally
agrees to move on and find new cheese
• First, he wrote, “If You Do Not Change, You Can Become
Extinct”
• Still fearful of his new quest, Haw wrote, “What Would You Do If
You Weren’t Afraid?”
• In his journey he realized and wrote down “When You Move
Beyond Your Fear, You Feel Free”
• Then one day, Haw finally found “Cheese Station N” and realized it
was better and tastier than “Cheese Station C”

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I. INTRODUCTION
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• Wanting to remember everything he had learned; he wrote on the
largest wall in “Cheese Station N” the following Six (6) important
lessons on change:
1. Change Happens: They keep moving the cheese
2. Anticipate Change: Get ready for the cheese to move
3. Monitor Change: Smell the cheese often so you know when it is
getting old
4. Adapt To Change Quickly: The quicker you let go of old
cheese, the sooner you can enjoy new cheese
5. Change: Move with the cheese
6. Enjoy Change: Savor the adventure and enjoy the taste of new
cheese

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I. INTRODUCTION
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Which character are you?

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I. INTRODUCTION
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The SNIFFS who
anticipate change early
by sniffing it out in the
marketplace, and
corporate vision
The SCURRIES who
quickly scurry into action
and adapts
He liked to get things
done, so they acted
based on the new
corporate vision
The HEMS who deny
change and resist it out
of fear
He wanted to work in a
place that was safe and
where the changes made
sense to them, turning
them into HAWS
The HAWS who learn to
adapt in time when they
see something better
They were hesitant at
first, but were open-
minded enough to learn
something new and
adapted

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I. INTRODUCTION
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STABILIZER
- Focus on HOW
- Allow Analysis
PRODUCER
- Focus on WHAT
- Allow autonomy
UNIFIER
- Focus on WHO
- Allow processing
INNOVATOR
- Focus on WHY NOT
- Allow excitement
PACE
ORIENTATION
RESPONSE
VIEW
StructuredUnstructured
Process Oriented Result Oriented
Slower Pace Faster Pace
ShortViewLongView

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I. INTRODUCTION
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Which character are you?
• Even if we don’t admit it, we act like Hem
• When change happens in our lives, we get
angry, we blame others, and we lose hope and
resist change

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I. INTRODUCTION
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Are you a thermometer or
a thermostat?
• 95% of dentists I speak with are thermometers
because they only measure change
• They seldom anticipate or create the
environment that would let them be successful
• The minority are thermostats because they are
constantly adjusting what they do
• They control their circumstances and climate
they compete in

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II. D E N T I S T R Y
CAREER OPTIONS
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II. DENTISTRY CAREER OPTIONS
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• Dentistry offers stimulating career options
• In addition to private practice, excellent
opportunities exist in teaching and research,
careers with government agencies or in
industry
1. Private Practice:
• Many dentists work either in solo private
practice or in partnerships with other dentists
• The majority of private practice dentists own
their practices
2. Academic Dentistry:
• An academic dentistry career combines
teaching, research, community service and
patient care
• Faculty members work in an intellectually
stimulating and exciting academic
environment
• Career opportunities for academic dentists are
still excellent at this time
https://www.ada.org/en/education-careers/careers-in-dentistry/be-a-dentist/dentistry-career-options

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II. DENTISTRY CAREER OPTIONS
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3. Public Health Dentistry:
• This career focuses on community settings
rather than private practice
• Promoting dental health, developing health
policy and preventing disease are the major
roles of a public health dentist
• Numerous opportunities exist in research and
teaching within public health dentistry
4. Research:
• Research careers offer opportunities to
generate new knowledge and be on the
cutting edge of scientific discoveries that
ultimately impact patient care
• Some of the latest research improving patient
care includes lasers in surgery, implants to
replace damaged bone and computerized X-
rays
• Many researchers are faculty at universities
while others work in federal facilities
• A career in research requires an advanced
degree or additional training beyond the
dental degree
https://www.ada.org/en/education-careers/careers-in-dentistry/be-a-dentist/dentistry-career-options

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II. DENTISTRY CAREER OPTIONS
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5. International Health Care:
• Dentists provide services to populations
abroad and work for such agencies as the
World Health Organization (WHO), the United
Nations Educational, Scientific and Cultural
Organization (UNESCO), and the Food and
Agricultural Organization of the United
Nations (FAO)
• Many dentists volunteer to bring dentistry to
aid people in third world countries
6. Hospital dentistry:
• Hospital dentists treat patients with medical
conditions and disabilities alongside physician
colleagues, often in operating rooms and
emergency departments
• Hospital dentists usually have a strong interest
in medicine and collaborative care and have
spent a year or more training in a hospital-
based setting after dental school
https://www.ada.org/en/education-careers/careers-in-dentistry/be-a-dentist/dentistry-career-options

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III. W H A T I S P R A C T I C E
M A N A G E M E N T ?
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III. WHAT IS PRACTICE MANAGEMENT ?
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• Management is simply the action of managing
• It is a noun, but the verb ‘manage’ (and its
derivatives ‘manages’, ‘managing’ and
‘managed’) means:
- To be in charge of people or an
organization
- To succeed in doing something
- Able to cope despite difficulties
- To control the use of money and other
resources
• The best working definition of management is:
‘Getting things done
through other people’

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III. WHAT IS PRACTICE MANAGEMENT ?
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• You can see that as the owner and/or manager
of a dental practice you will need to be able to
do all the previously mentioned:
- Be a great leader
- Be successful despite the occasional (or
perhaps frequent) difficulties
- Be an accomplished controller
• However, perhaps most importantly, if you
want people to do what you want them to do
and do it well, you are going to have to be an
excellent communicator
• However, management is not just about telling
people what to do and/or how to do it: that
might work in the short term, but if you are
going to build a long-term business you also
need to build a long-term team

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• At the heart of every excellently managed business is excellent
communication
• The foundation of a successful practice is a great team
T A K E A N O T E

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III. WHAT IS PRACTICE MANAGEMENT ?
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• Management is not a black art, but like all
disciplines it has its own language
• Once you understand the language then the
fundamentals of management are very simple
• There are basically four simple stages or steps
in any management process.
1. Planning: first, you decide on a particular
course of action to achieve a desired result
2. Organizing: next, you gather together all
of the resources that will be needed to
achieve the result
3. Implementing: you then get other
people to work together smoothly and to
the best of their ability as part of a team to
do the work
4. Controlling: finally, you monitor, review
or measure the progress of the work in
relation to the plan and take steps to
correct things if they are off course

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III. WHAT IS PRACTICE MANAGEMENT ?
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• This is no different to the process you go
through tens of times a day when you treat
your patients
• Planning is perhaps the most important stage,
because if your planning is not right,
everything else that follows will also not be
right

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IV. LEARN TO BE A
M A N A G E R
43

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IV. LEARN TO BE A MANAGER
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• Perhaps just as important as acquiring your
practice is knowing what to do with it once you
have ownership
• Your practice is not going to manage itself, nor
are the staff going to recruit and train
themselves
• You should therefore have the necessary
management and leadership skills before you
became a practice owner, not after
• How many young (and some may be not-so-
young) dentists become practice owners
having had little, if any, management
experience?
• You wouldn’t dream of practicing dentistry
without having first been fully trained, so why
become a manager without first gaining the
necessary knowledge and experience?

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IV. LEARN TO BE A MANAGER
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• What do you need to know about? In a very
broad sense, you’ll need to know about:
1. The practice of management
2. Dental practice management
3. How to manage people
4. How to manage all kinds of resources
5. How to manage money
• Many people fail to manage (or manage to
fail!) because whenever they are trying to
accomplish anything, they go straight to the
implementation stage, leaving out planning
and organization
• Managing a dental practice is really no
different to managing any other professional
business
• You need to think of practice management as
being made up of two essential and inevitably
linked processes:
1. Management of the patients
2. Management of the business

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IV. LEARN TO BE A MANAGER
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• By the time you are considering setting up on
your own you should have mastered how to
manage patients, whether it be a single-visit,
simple course of treatment, or a complex,
multi-visit course of treatment
• Management of the business involves knowing
how to manage:
1. Employees, which includes associates,
hygienists and therapists, treatment
coordinators (TCO), receptionists, and the
people doing your lab work, the dental
technicians; don’t forget that you might
have to also manage a manager
2. Resources of all kinds, and knowing how to
maximize their use
3. Finances, and working within your budget

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IV. LEARN TO BE A MANAGER
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• Some of the commonest mistakes people will
make when they set up a new practice:
- Failing to thoroughly research the market
before hand
- Not having a high-quality business plan,
which contains marketing and financial
plans
- Not listening to professional advisers
- Setting their sights too high in terms of
location, size of premises, or quality and
quantity of fixtures and fittings
- Over-investing in fixed assets and not
keeping cash back to cover running costs
and to ease your cash flow
- Failing to employ the right people
- Not learning how to be a manager before
hand

48. D ENTAL P RACTI CE M ANAGEMENT, S ECTI ON – I : I N T R O D U C T I O N & P R E P A R A T I O N - C OPYRI GHT © 2 0 1 9 , A L W ASIFI , Y . A . 49
• Failure to research and plan does not necessarily mean your
practice will fail; it might, however, mean that it takes longer to be
a success
T A K E A N O T E

49. D ENTAL P RACTI CE M ANAGEMENT, S ECTI ON – I : I N T R O D U C T I O N & P R E P A R A T I O N - C OPYRI GHT © 2 0 1 9 , A L W ASIFI , Y . A . 50
Your questions
are welcomed

50. D ENTAL P RACTI CE M ANAGEMENT, S ECTI ON – I : I N T R O D U C T I O N & P R E P A R A T I O N - C OPYRI GHT © 2 0 1 9 , A L W ASIFI , Y . A .
Yasser Al Wasifi
@YWasifi
https://sa.linkedin.com/in/
yasseralwasifi
yasseramw@yahoo.com
yasseramw67@gmail.com
https://www.slideshare.net
/yasseramw
Yasser Al Wasifi
51