Orthotown September 2016 - 36

Townie: dhmjdds Don't even imply to the existing staff that their jobs are secure; if you then need to let them go, you could be in for a lawsuit, depending on your state laws! You also don't want to get into that mind-set yourself. This is a business. This isn't to say that you need to scare them so much that they're walking on eggshells around you, but they should know that it's almost like they're new on the job and they need to prove themselves to you, their new leader. The above comments about having there be a stated six-month evaluation period would be very appropriate. If you say that, be absolutely sure to put that evaluation day in the calendar in exactly six months. Of course, you must be providing clear feedback to them all along, also. Your job when you introduce yourself to them is to be very clear about what your vision is for this part of your practice, and about their roles in the vision and in the organization. If you want to grow this part of your practice to more days a week, tell them that. But if you are pretty sure it will remain a couple days a week-or if you think you actually want to reduce the number of days worked, to be more efficient-tell them that, too. It's only fair that they be able to plan their lives and careers properly going forward. If it will never be full-time for any of them, they need to know that. What people want from their leaders is clarity and direction, and to know that they are part of something valuable and bigger than themselves. They also want to be able to see progress, both on a day-to-day perspective, and in their careers and lives. TOPIC: Buying GP practices instead of orthodontic practices DR. GROB SAYS ... One of the more interesting and controversial posts that's certain to get orthodontists thinking brings up the topic of buying general dental practices instead of orthodontic practices. This topic was referenced in my column last month, and I'm glad to see that it is taking off with some serious consideration and enthusiasm. Townie: braced4this I've been looking into buying orthodontic practices for some time, and have had opportunities that haven't worked out for one reason or another. I'm thinking of changing things up and going another route: buying general practices, and keeping the orthodontic treatment in-house for myself. The general portion would be staffed by associates, and I may make some profit off the practices. I figure the general would cover my overhead and loan repayments, and adding orthodontic services will add to the revenue without much added cost. I'd look at buying multiple offices over time, with reasonable commute times 36 SEPTEMBER 2016 // orthotown.com between them. The idea would be for me to spend time in each office performing the orthodontic treatment. In this case, I'd be controlling the patient base. Has anyone done this already, and how has it worked out? I know Ben Burris has done something similar, but I believe for the most part he brought general into his already established orthodontic practices. I figure this is an alternative way to get into ownership, and it may be slightly ahead of the curve. Switch it up from the GPs who bring orthodontists into their practice. Thoughts? http://www.orthotown.com

Table of Contents for the Digital Edition of Orthotown September 2016