As orthodontic practices grow more complex, a highly trained office manager functioning as a chief operating officer has become essential for efficiency, growth, and reduced stress.
By Roger P. Levin, DDS
Orthodontic practice has become increasingly complex. Today, it is more difficult for orthodontists than ever to keep up, manage their practices and provide leadership to their teams. Practices have always been characterized by high volume, but now face additional challenges—new technology to master; competition from other orthodontic practices, general dentists, and DSOs; and a host of other pressures. The solution to this growing challenge is to have a highly trained, highly skilled office manager. Unfortunately, most orthodontic practices don’t have one.
The Office Manager as Chief Operating Officer
In today’s orthodontic environment, the practice manager has to function as a chief operating officer. A COO overseas all (and literally all) day-to-day operations and manages the entire team. This requires expertise in many areas of operations, human resources, and performance management, along with the ability course correct when necessary. Without an office manager, practices risk lower production, reduced profits, and fewer referrals and starts. In addition, the day-to-day stress rises if the orthodontist has to step in and cover day-to-day management and operations.
Comprehensive Training for Practice Managers
Recognizing this need, Levin Group recently completed a 2-year research project that led to the launch of our new comprehensive office manager training program. Office managers cannot be trained with a single book, article, or webinar. Instead, they need a comprehensive approach that takes them from where they are today and develops them into a true COO for the practice.
Building a Productive Orthodontist–Manager Partnership
A well-trained office manager literally runs the practice but also needs to have a regular meeting with the orthodontist. These meetings are critical, focusing on a review of the current state of the practice, issues to resolve, and new strategies to implement. Once again, the office manager’s role is to run the entire practice, and to keep the orthodontist informed, as necessary. Practices that follow this protocol will be in the top 50% of orthodontic practices nationwide. These practices understand that the complexity of orthodontic practice today requires an office manager who serves as a buffer between the orthodontist and the team—with both the authority and ability to make decisions and develop the team.
​​Why Office Managers Are Now Essential to SuccessThe role of the office manager is now critical. Acting as the practice’s chief operating officer, the office manager oversees all day-to-day operations, human resources, and team development. This frees up the orthodontist to spend more time focused on what matters most: patient care, patient and referring doctor relationships, and strategy. OP
Photo: ID 137775373 © Andrii Yalanskyi | Dreamstime.com
Roger P. Levin, DDS, is the CEO and founder of Levin Group, a leading practice management consulting firm that has worked with over 30,000 practices to increase production. A recognized expert on orthodontic practice management and marketing, he has written 67 books and over 4,000 articles and regularly presents seminars in the U.S. and around the world. To contact Levin or to join the 40,000 dental professionals who receive his Practice Production Tip of the Day, visit levingroup.com or email [email protected].
