From Dream to Determination: My Journey Leading a Multi-Doctor, Multi-Location Practice
Ten years ago, I was a dental assistant with a dream to manage an oral surgery practice. I had no idea what that would truly entail. After the oral surgeon I worked with retired, I relocated to the South and decided it was time to take the leap. I applied for an office manager position at a large oral surgery practice, and got the job!
I was placed in one of their smaller satellite offices, which turned out to be the perfect training ground. I wore many hats: answering phones, scheduling, verifying benefits, and leading a small team. Being on the front lines gave me a deep understanding of practice operations and helped me develop the leadership skills to lay the foundation for what came next.
After several years, I returned to the Northeast to be closer to family and found my way to endodontics. I accepted a practice manager position for a large practice with four doctors and three locations.
I won’t lie; I was terrified. Suddenly responsible for payroll, bookkeeping, team management, and integrating myself into a practice that had been led by the same office manager for 42 years. It was a steep learning curve, and I sometimes questioned whether I was truly ready.
Finding My Place
The year 2020 was incredibly challenging. There were staffing issues, doctor dynamics, and an overwhelming sense that I might fail. Then, at the end of 2021, I found AADOM.
Discovering AADOM was a turning point. I no longer felt alone. I found a community of professionals who truly understood what I was experiencing.
Through shared knowledge and support, I became a more confident and capable leader. I began making the changes I knew were right for the practice.
Challenges Ahead
Managing four doctors means balancing four distinct personalities and perspectives. Each doctor has a unique approach to leadership, finances, and practice operations. I hold monthly meetings to overcome this challenge to align on key decisions and ensure we progress together.
Overseeing three locations presents another layer of complexity. Managing from a distance means I have to be intentional and proactive. Staffing and scheduling across locations is a constant balancing act, ensuring each office is adequately covered while managing vacations, sick time, and last-minute changes, especially during busy seasons or emergencies.
Maintaining leadership presence can also be difficult when you’re not physically in each office daily, impacting morale or accountability if not handled with care. I’ve had to find creative ways to stay connected through regular check-ins, visits, and open communication. I hold monthly meetings with the doctors outside of the office, creating a neutral space to openly discuss financials, future planning, policy updates, and any concerns that need attention. These meetings have become vital to keeping our leadership team aligned and focused.
With the team, I make it a point to check in daily, whether through a quick conversation, a message, or just being present and available. In addition to these ongoing meetings, I conduct more formal check-ins twice a year. One of these is a walking meeting, which allows for a relaxed, open dialogue about how they feel things are going. These conversations have helped build trust and strengthen communication.
Another challenge is maintaining cultural cohesion. Each office can develop its own “way of doing things,” which sometimes drifts from the practice’s core values and systems. It’s my responsibility to ensure all locations stay aligned with our overall mission. Training and onboarding across multiple sites require a more structured approach. We’ve worked hard to build consistent protocols and systems to deliver the same high standard of education and expectations, no matter which office a team member works in.
Throw in a global pandemic, and the challenges multiply. But I’ve learned that challenges are opportunities for growth, connection, and leadership.
I highly recommend prioritizing strong communication with all leaders if you’re managing a multi-doctor, multi-location practice. Consistency is key. When everyone is aligned on protocols and policies, leading from afar is easier. Regular doctor and team meetings help keep communication flowing, ensure alignment, and provide a space to address challenges before they grow.
Equally important is your presence and engagement with the team. When your team sees that you and your doctors are united, involved, and committed, they’ll be more likely to mirror that effort. Leadership isn’t just about managing, it’s about showing up, setting the tone, and fostering a sense of camaraderie and shared purpose.
You Don’t Have to Know it All to Get Started
Looking back, I see how far I’ve come—from a dream to reality, from uncertainty to confidence, and from managing a small satellite office to leading a thriving, multi-doctor, multi-location practice. I am proud of this journey and even more excited about what comes next.
To anyone who dreams of growing into a leadership role: You can do it.
I didn’t have all the answers when I started, but I had determination, a willingness to learn, and a deep desire to make a difference. That’s all you need to begin. Surround yourself with people who challenge and support you.
Never stop asking questions. Take advantage of every opportunity to learn through courses, mentorship, and organizations like AADOM. You don’t have to know it all to get started. You just have to start.
About the Author
Christine Auger, MAADOM
Christine is the Practice Manager for Endodontic Associates, P.A., bringing over 20 years of experience in the dental field. Starting as a dental assistant, she transitioned into management in 2017, and joined Endodontic Associates in 2020.
Christine holds a bachelor’s degree in Healthcare Administration and earned her Mastership from the American Association of Dental Office Management (AADOM). An active member of the Maine Dental Leadership Coalition (MDLC), she remains committed to advancing dental practice management and fostering leadership in the field.
