1. INTRODUCE THE NEW DENTIST WITH VALUE. Start with introducing the new dentist to patients in the office, especially those who are coming back to the practice from a reactivation strategy. Make sure the associate’s presence is felt throughout the practice - place their picture beside yours on the wall, for example - and make sure the team knows how to talk to patients about the new doctor.

Additionally, we recommend sending a heartfelt letter to the patients announcing the new dentist, as well as announcing the new dentist via social media. You should also consider holding an open house as a way of introducing the new dentist.

Make sure to express how lucky you are to have him or her, what it means for the practice and how the new doctor will enhance patient care.

2. GIVE THE DENTIST OPPORTUNITIES TO GET TO KNOW THE PATIENTS. Having the new dentist perform hygiene duties is a great, time-honored way to get to know your patients, and to address their clinical needs in a low-pressure, low-anxiety atmosphere. Typically, these hygiene duties are performed on patients that you are reactivating into the practice, and it is an ideal way for the associate to grow relationships while you grow the active patient base.

3. PAIR THE NEW DENTIST WITH YOUR BEST ASSISTANT. Pairing the new doctor with your most efficient veteran staffer is the quickest way to get the newcomer up to speed and enrolled in the efficiencies that you’ve built in the practice. It also maintains continuity in the eyes of the patients, who will still see a familiar face. Assigning your assistant in this way sends a strong message to the new dentist that you are serious about enabling their success.

4. ESTABLISH EXPECTATIONS FOR REPORTING. Time flies when we’re having fun. It is amazing how much time can go by quickly with no ongoing, meaningful constructive discussions between both dentists. The lack of this structure and unconditional commitment by the owner to do this without a doubt can create a drifting away of the relationship between both dentists, and lack of clarity about what is expected of them. And unmet expectations lead to frustration for both parties, and often signals the beginning of the end of the relationship. There should be a structure for reporting to each other regularly - meeting once a month for a few hours, and quarterly for a half or full day. At Mercer Transitions we drive home the importance of this with our clients by having coaching calls with both dentists together on a regular basis during their working trial period.