Creating a strong culture, filling staffing holes and continuing to improve leadership skills are top of mind for 11 dental leaders in the second part of 2024.
The leaders featured in this article are all speaking at Becker's 2024 dental conferences. This includes our Spring Future of Dentistry Roundtable, which is set for June 19-21 at the Swissotel in Chicago, and the Fall Future of Dentistry Roundtable, which is set for Oct. 30 to Nov. 1 at the Hyatt Regency in Chicago.
If you work at a DSO or dental practice and would like to be considered as a speaker, please contact Randi Haseman at rhaseman@beckershealthcare.com.
Note: Responses were lightly edited for clarity and length.
Question: What is your top priority for the second half of 2024?
Jason Auerbach, DDS. Co-CEO of Max Surgical Specialty Management (Hackensack, N.J.): My top priority for the second half of 2024 for MAX is simple: to continue to identify and develop existing initiatives aimed at supporting our mission to passionately support and serve our surgeons in their delivery of the optimal patient experience, each and every time. If we continue to do this well, it will enable MAX to enjoy sustained growth both through attracting like-minded surgeon partners as well as by brilliantly executing on our strategy at the platform level and within the practices we support.
Bradley Dykstra, DDS. Founder, CEO and Clinical Director of MI Smiles Dental Group (Hudsonville, Mich.): My No. 1 priority is to continue to focus on building a strong team culture by providing continual review and support in understanding and using our systems to promote an excellent patient experience for all the team members, both clinical and administrative. I am also providing frequent resources for personal growth information so all can continue to grow personally, professionally and lead to improved teamwork and team member satisfaction.
Gabriela Hricko, DDS. Partner Orthodontist of Great Expressions Dental Centers (Southfield, Mich.): My top priority for the second half of 2024 is to focus on best clinical practices and systems with my team to maximize technologies and enhance patient care and experience. I hope to set an example by showing up each day and bringing out the best in my team and patients.
Alan Law, DDS, PhD. President of the Dental Specialists (Woodbury, Minn.): My priority for the second half of 2024 is talent engagement and retention, focusing on the retention of current team members and the recruitment of the best new talent. The continued shortages in dental hygienists and dental assistants has resulted in the need to be creative in recognizing and rewarding team members to increase engagement and retention. Of course, the best recruitment tool is a recommendation from an engaged team.
Jason Mann, DMD. Co-Founder and Chief Dental Officer of Providence Dental Partners (Atlanta): We are focused on clinically derived growth both internally and externally. As we are looking for future partnered dentists with our same clinical vision and philosophy, we concentrate our internal growth of our dental professionals in a patient centric manner with quality and customer service in mind. Our continued investment in training and development of our entire team to enhance not only clinical skills but also to improve patient experience as well as operate more efficiently. Our focus and investment on our team’s growth will continue to drive our core brand strategy and fundamentals for 2024 and beyond.
Ryan McCostlin. CEO of Tailwater Dental Partners (Nashville, Tenn.): Tailwater's top priority is the same every quarter. Recruit and retain the best people.
Carrington Morgan. Vice President of Human Capital Management of Great Lakes Dental Partners (Chicago): My main focus for the second half of 2024 is to achieve excellence in recruiting and retaining quality providers. We aim to attract and retain top talent by implementing effective recruitment strategies, comprehensive onboarding programs and continuing to be competitive and creative with compensation packages. Additionally, my team will actively work on increasing awareness around our brand, promoting our company culture and showcasing our unique value proposition to potential candidates. Furthermore, we will continue to expand on our rewards, recognition and wellbeing programs for employees, ensuring their satisfaction and engagement. By prioritizing these goals, we aim to strengthen our workforce, enhance employee retention and build a positive employer brand in the industry.
Raj Puri, DDS. Owner of Smiles Dental Center (Wood Dale, Ill.): The top priority we have for the second half of 2024 is definitely reviewing our systems, including how we onboard team members, and having them sound. We’re hiring new team members now and if we’re going to reach our goal we need to know how to do our procedures well and efficiently. Onboarding a new team member is imperative to a well run organization and great team members expect this.
Quinn Smith, DMD. Owner dentist of Pecan Tree Dental (Grand Prairie, Texas): My top priority for the second half of 2024 is to continue to become a better leader for all of my staff and employees for both of my companies so that we can serve our patients better, grow, but most importantly, so that they all may know how much I appreciate my their hard work and dedication in these trying times where employees are more and more flakey, unmotivated, lack customer service skills and job-hop frequently. I truly believe genuine, optimistic, servant leadership can propel an organization forward faster than almost any focused metric.
Caleb Tam, DDS. Chief of Dental Medicine of Cambridge (Mass.) Health Alliance: My main priority for the second half of 2024 is to establish a culture of high reliability and 200% accountability across all areas (clinical, administrative and financial). In minimizing error and waste, while promoting quality and safety, we can optimize our delivery model to ensure continued growth and value creation for patients and staff alike, no matter what future market conditions may hold.
Justin Welke, DDS. Founder and Owner of Chicago Pediatric Dentistry and Orthodontics: My top priority in the second half of 2024 is to shore up the staffing holes that we currently have in our organization.