How Leadership Increases Orthodontic Practice Production

Discover how effective leadership in orthodontics boosts production by optimizing systems, enforcing accountability, and empowering team delegation.

By Roger P. Levin, DDS

Leadership is an extremely complex subject and even more difficult to develop and implement. Unlike a practice system that can be delineated step-by-step for the team to follow exactly with appropriate measurements, leadership has many different approaches. The same style of one leader does not work for another, or in another orthodontic practice. And yet, leadership has been proven time and time again to be one of the key factors in reaching the highest levels of production. In Levin Group’s 30-year ongoing study of top 10% producing orthodontic practices, we routinely identify the orthodontist in top 10% practices as excellent leaders.

So, what do they do that can be replicated by other orthodontists to improve their practice over time?

Levin Group developed a concept we refer to as Level 4 Leadership. In simplest terms, a Level 4 Leader shows up for work, sees patients, then goes home on time. Could orthodontic practice possibly be that simple? Yes, with a bit of explanation.

Aspects of a Practice With a Level 4 Leader

First, the practice has to have outstanding up-to-date and relevant systems. The systems need to be outlined step-by-step with appropriate scripting. Updates and upgrades in systems almost automatically increase practice production.

Second, the systems need to be taught to the team with the understanding that they must be followed. When we meet orthodontists who are flat or struggling, whatever systems are supposed to be in place in their practice are not being followed, and nobody is ensuring accountability. Team members must be held accountable through effective leadership, even in the face of a staffing shortage.

Third, the systems need measurements. One of my favorite business beliefs is that “what gets measured gets done.” If you don’t measure something, you have no way of knowing if it is being followed, what the result is and what needs to be done next.

Fourth, the orthodontist has to have a strong desire to delegate everything possible to the team. The team needs to be given the opportunity to develop the right skill sets and the orthodontist should not be doing anything that is not required of them by law or regulation. If the state board allows team members to perform a certain service, why would any orthodontists do it themselves? Many orthodontists believe they must do everything themselves for things to be done right, but top performing practices have orthodontists who delegate as much as possible. This allows for a higher level of patient volume which increases production and innovative thinking. It also allows the orthodontist to do what the orthodontist does best—orthodontic diagnosis, treatment, and talking to parents and patients. It is also far less fatiguing for the orthodontist to focus solely on diagnosis, treatment and parent/patient education. Does this sound too good to be true? In reality most orthodontists only ever reach what we call Level 3 Leadership. Maxed out, working hard, racing through the day as much as possible, and trying to grow the practice in a chaotic volume-based environment. The Level 4 Leader has the same day without the chaos, stress, upheaval, and fatigue, and typically with much higher production.

Becoming A Level 4 Leader

There is one final critical aspect to Level 4 Leadership: Level 4 Leaders do not tolerate poor performance by team members. They will go through the pain and suffering of replacing team members when necessary in order to build an outstanding high-performing team. Over time, they hire people that fit the vision and culture of the practice and they average 11 years per team member which is much higher than most orthodontic practices. A high-performing long-term team makes life more enjoyable and fun and increases practice production, profit, and income.

There is a better way to practice orthodontics. It is called Level 4 Leadership. Most orthodontists will never move past Level 3 Leadership. Without realizing it, the Level 3 orthodontist confuses busyness with productivity. Top 10% producing orthodontists however have figured out that by implementing systems, training the team in those systems, instituting measurements for performance and delegating everything possible, they can literally walk into the office in the morning, see patients throughout the day, communicate with parents and patients and go home on time. They are not fatigued, they are not frustrated or stressed. They are having a great time while maximizing practice production.OP

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