FIND OUT WHAT OUR CLIENTS
ARE SAYING
"Janet took a true interest in my practice,
my staff and my success. She never treated me in a standardized
fashion - it was always appropriate for my practice and my personality."
Mark Barnes, DDS
Boulder, Colorado
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Commons sense says no set of goals works for all dentists.
But here are examples of commonly shared goals, which include:
- Growing the practice to create the best options for future sale,
expansion, buying or building a new practice, or adding additional
staff or associates.
- Creating multiple options for retirement. While the dentist may not
elect to retire as soon as that option becomes possible, the key is
having the financial resources that offer the freedom to retire whenever
that is desirable.
- Money for family expenses, such as a new home, furnishings, recreational
opportunities, and kids' college, cars, and real estate down payments.
- Working fewer hours and increasing income.
- Travel options, including dream vacations.
- Increasing staff compensation or offering a bonus incentive program.
- Giving back to others through religious or philanthropic institutions
or giving care to the disadvantaged, either in this country or abroad.
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Balance, Balance, Balance
While profitability is critically important in
any business, Steward & Associates also focuses on balancing
doctor and staff goals with the highest ideals of quality patient
care. Many factors enter into this complex equation, but focusing
solely on profits and ignoring other important considerations is
counter intuitive to ethical management consulting services. |
Building better team relationships reduces stress
The dental practice team is analogous to a sports team in many ways. The team performs most effectively when all the players knows their position, what's expected, what the team's goals and expectations are, and the team members are well trained and experienced. Steward & Associates' role is similar to that of a coach and advocate for success.
Working in high performing practices may be hectic and hard work, but being on a winning team is more satisfying and rewarding. High performing teams mean less turnover and fewer staff problems. Key ingredients to creating winning teams include:
 Eliminating ambiguity by creating clear and specific position descriptions, organizational charts, staff manuals. - Regular huddles and staff meetings that have structured agendas and goals while still allowing for team feedback and input.
- Training that addresses immediate and long-term staff needs.
- Creating a welcoming and open - yet focused and productive - environment in which the team can develop and grow.
- Helping the doctor and staff establish and monitor clearly articulated personal and professional goals.
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