Orthotown September 2017 - 9
More than 500 people attended the 29th annual Graduate Orthodontic Resident Program this year in Cleveland.
changing economy-and it's not the bracket that
you're using. It's the right people. (Her approach
to hiring and managing has served her well. How
many one-doctor practices do you know that
employ 20 people?)
A mission statement is the first thing to identify
for all to see, Alvetro explained, because it is the
guideline for you, your employees and your business.
She's an optimist who views debt as just a cost of
doing business. Her advice: Don't always stress the
big picture; instead, go to work and get today's job
done and prepare for the future. Don't dwell on it.
Relationships, just as the title insurance
salesperson mentioned, are key to your practice.
When we combine Alvetro's philosophy and advice
from the salesperson I met, the result is a hybrid
that lends itself well to the field of orthodontics:
Sometimes the best mission statement you can
have is one that focuses on building relationships
with people-not just your patients-daily. The
future, after all, is not secure unless you have the
people you need supporting you along the way.
Relationships will challenge you, reward you, be
constant (if you maintain them) and be of value
(not just in monetary worth).
Most successful businesspeople would agree
that a love of being around people is a major key
to their success. Even if such a nature isn't innate,
they at least understand the importance of being
polite and professional to maintain and build
relationships.
One reference that stuck out to me was one
from Robert Cialdini, a professor who focuses on
psychology and marketing and has written many
books on persuasion and influence. Persuasion,
as it relates to our industry, is how to get patients
to say "yes." Cialdini identifies six factors that
are essential in a discussion for a patient to say
"yes": social proof, liking, reciprocity, scarcity,
commitment and authority.
Alvetro's final discussion at GORP was about
utilizing the case-manager system for employees.
Instead of having typical assistants who pass
instruments and take directions, a well-trained,
social and responsible case manager empowers the
team to make the best out of the practice and the
doctor/patient relationship. The concept might
not work for for everyone, but it's certainly a very
interesting one for growing practices in the new
world order.
The similarity of various businesses is a wonderful thing. As my corporate attorney once said,
"When an attorney, accountant, dentist or other
professional realizes that all businesses operate
on basically the same proven systems, the sky is
the limit." n
Read our
GORP recap
Orthotown Editorial Director Dr. Dan Grob
shares more insights and findings from
the 2017 GORP meeting on p. 48.
orthotown.com \\ SEPTEMBER 2017
9
http://www.orthotown.com
Table of Contents for the Digital Edition of Orthotown September 2017
Orthotown September 2017 - Cover1
Orthotown September 2017 - Cover2
Orthotown September 2017 - 1
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