Mastering the Doctor-Manager Relationship
As office managers, we can sometimes underestimate the immense importance of our relationship with the doctor or practice owner. We play a pivotal role in shaping the culture, efficiency, and overall success of the dental practice that has entrusted us.
We are, without a doubt, the practice’s lifeblood, and the strongest pulse derives from our leadership. This means that both successes and failures will, in some way, reflect on us. While the weight of this responsibility can be overwhelming at times, establishing a strong foundation with the doctor early on, through intentional strategies and practical tools, can help ensure a thriving and harmonious work environment.
A deep, respectful, and symbiotic relationship between the office manager and the doctor doesn’t happen overnight. It’s an abundance of conversations and processes that hopefully align over time, where sharing the same visions and goals is essential for long-term success together.
The achievement of a strong relationship is immeasurably critical. It cannot be overstated, as it will ultimately affect all employees working around them, as well as the practice’s health and productivity.
Building on Strong Alignment
A key aspect of management success is confidence in our role and the influence we wield.
Office managers are typically the first line of communication with the doctor, and our interactions directly shape the practice’s culture. When we demonstrate appreciation for the doctor, employees, and the practice, this sentiment can be felt throughout the entire team.
Daily management support, encouragement, and guidance—both perceived and actual—can create a workplace where employees are genuinely excited to come to work. Conversely, a misalignment in leadership can induce toxicity, affecting morale, productivity, and, ultimately, practice prosperity.
A strained relationship with a doctor can also take a toll on your well-being and is directly correlated with job satisfaction and longevity. Fostering and ensuring alignment between your leadership and the doctor is paramount to protecting the integrity of all and the practice’s success.
Make Time for Each Other
A successful office manager commits to continuous growth and learning in tandem with the doctor. Your leadership should evolve, as most of us were hired based on our value and potential.
We are usually the voice through which our doctor communicates, and this power should be exercised responsibly. Our role enables us to uplift the team and ensure the practice’s overall well-being. Any deviation from overstepping our actual responsibilities can harm our reputation and respect.
For this reason, maintaining open lines of communication with the doctor, including digesting constructive feedback, will foster professional and personal growth.
Communication time should be scheduled on a weekly or monthly basis. This is an opportunity to have uninterrupted collaborative conversations and address any pending issues. Avoid relying solely on email or texting as your primary communication method.
While convenient, written communication can lead to gross misunderstandings. Instead, schedule in-person or virtual meetings to discuss critical issues, ensuring that tone, emotion, and intent are conveyed.
Anticipating your doctor’s needs and challenges, before they fully materialize, is a proactive and invaluable skill as a manager. Seeing the bigger picture and problem-solving before issues escalate positions you as a truly indispensable asset to the practice.
Address most conflicts and harder challenges privately with mutual respect, knowing that the resolution may not satisfy both of your wants or needs for the practice.
Frustration and defensiveness can weaken the relationship, making recovery difficult. Instead, focus on fostering an environment of trust and transparency that will help neutralize tensions and strengthen your working relationship over time.
In This Together
At the core of a strong doctor-manager relationship is honesty, vulnerability, and a willingness to set egos aside. Both parties must recognize the value of collaboration and acknowledge that two minds working together are more powerful than one.
Two people can have different perspectives but ultimately arrive at the same conclusion. Some of the most intelligent leaders are those who listen intently and speak only after careful consideration. Striking the right balance of power means recognizing that every action and reaction carries significant weight.
Different individuals process information in unique ways, so patience and respect are key. Allowing time for reflection and understanding before reacting fosters receptivity and reduces defensiveness. Regularly assessing your relationship helps prevent misalignment and ensures ongoing progress toward shared goals.
While long-term goals and objectives are essential, the daily actions you and your doctor take together can be just as significant, if not more so.
Winning
A doctor who recognizes your worth and consistently expresses gratitude for your contributions understands that you are the driving force behind a high-functioning practice. By setting aside pride when necessary and embracing vulnerability, you and the doctor are ahead of the game, capitalizing on the foundation of trust you’ve built.
Managing the human element of the practice is one of the most challenging yet rewarding aspects of leadership. When approached with respect, communication, and a commitment to partnership, this relationship will create a positive work environment that extends far beyond the office.
About the Author
Lisa Scheer, MAADOM
Lisa Scheer has been in the dental industry for over thirty years. Almost all of her years have been spent in the Endodontic Specialty.
Lisa has been with her current office for 24 years and demonstrates a strong love for those she works with, and she loves what she does.
Outside the office, she focuses on her family and a very special little boy that she spoils rotten—her grandson. Having lost both her parents to cancer early on, she truly lives each day to its fullest, knowing the next isn’t promised.
