PRACTICE MANAGEMENT
USE CANDOR, BE A CAN-DO-ER By Dr. Justin Baltz
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fter stumbling across a book titled, “Winning” written by the late Jack Welch, I became captivated with the idea of implementing candor into my practice. Welch, who is thought to be one of the most dynamic and successful CEOs of all time, led General Electric (GE) to great new heights in success and profitability. In chapter 5 of his book, Welch describes candor as “the biggest, dirty little secret in business.” Candor can be thought of as frankness, openness, sincerity and honesty. Applied candor is a frank expression, putting forth ideas to stimulate debate, straightforward communication, necessary criticism, and approaching disagreements with honesty and truth. In other words, it’s the ability to realistically talk about what is happening and how you feel about it, without distension or calamity. Why is candor so rare? People want to be polite, avoid conflict, and not directly present ideas that are unpopular. A lack of candor can be dangerous to all parties involved. The benefits of candor are the creation of an honest environment, identifying
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toxic employees or patients, avoidance of conflict or litigation, stimulation of conversation, betterment of work culture and the deepening of relationships. Ignoring candor leads to superficial encounters, unmet expectations, stress, and failed relationships for both parties. Candor will look different for everyone and may not be for everyone. Keep in mind that words absolutely matter, and being candid must be articulated correctly, at the right time, and with the right tone. Two types of candor are important in the dental office: those with patients and those with staff. In regard to patients, subtle but transparent realism as to what an office can provide is essential. Practices that treat complex cases may utilize paid marketing to attract patients. In this marketing, you don’t talk about beautiful smiles (optional), you talk about proper nutrition (essential). Paid marketing helps practices get to the point of what can be done for patients, but the new patient experience and candor fortify who the practice is when they arrive through the door. And that is what sells the case and fuels the practice. Be genuine and realistic about who you are, what your outcomes reveal, and how long you expect things to last, and let patients know it is
