I am a practicing dentist with over 40 years of experience. For 29 years I practiced in a very conventional way with over a dozen employees, multiple treatment rooms where I would stack and juggle patients, accepting every insurance in existence. I supervised two hygienists cleaning teeth on a different patient every 40-60 minutes. Simultaneously, I would be diagnosing new patients, doing fillings, crowns, implants, extractions and more. With the help of trained assistants, I would often be treating several patients at once.

I was also a continuing education “junkie”. New technology, materials and procedures are flooding dentistry at an incredible rate. My state license requires 40 hours of courses or workshops every 2 years. Last year I attended over 400 hours of courses and workshops. I am fascinated with new ways to improve dentistry and my wife is a big fan/supporter of this endeavor. Often we would travel to upscale resorts for a meeting or seminar. She would enjoy the day on the beach or poolside while at 4 pm I would emerge from the event and settle her tab at the tiki bar and enjoy a great evening at the resort. Currently, this remains our win-win scenario. We enjoyed the travel and resort while I stay cutting edge in my profession, mostly tax deductible.

But often felt like I needed my running shoes to keep up with the normal flow of patients. Much of the communication and patient instructions were delegated to my assistants. With up-to-date technology, good assistants, and best intentions, I believe that the work I performed was always exceeding the standard of care.

I made an excellent living but always felt exhausted and unfulfilled at the end of each day. I often could hardly remember the names of my patients, or what procedures I had performed at the close of the day. I asked myself if there was any way to improve. I kept going to courses and seminars including practice management consultants and more. The practice management seminars and consultants just wanted to teach more efficiency, more income or more staff including dentist associates (employees) or partner dentists. While I could earn more from the sweat of an employee dentist, how could I insure the consistent top quality of care from a subordinate or even a partner? This were not the answers or improvements I was seeking.

Often close social friends and neighbors would seek care at my office. Despite the desire to “do more” and communicate in greater detail, my office systems made that impossible. The typical social pleasantries and superficial conversation as well as brief explanations seemed inadequate, especially for these close friends. I was forced to stay on schedule and concluded the doctor-patient relationship could be improved with treating each patient as a close friend. More communication, more advice and counsel is needed for all patients.

Dr. Alan Ross, Keene Family Dental, 67 Mechanic Street, Keene, NH 03431 Phone: 603-357-6767