We all want to be wanted. Dentists want their patients to want their services. New dentists graduating from dental school want hiring doctors to want to hire them. Practice owners considering associates want prospects to recognize the value of joining their practices.
In some cases, the wants may be so great that they cloud the realities. Sure, the hiring doctor believes his practice is a great opportunity for a new dentist and hopes the young doctor recognizes that. However, he also wants the new associate to take on those procedures that he really doesn’t care for, so he can devote his time to other priorities. He’s also hoping that he can hand over some of the management responsibilities to the new associate. Frankly, he’s tired of the headaches and he’s hoping that the new doc will be a big draw for prospective new patients because new patient numbers just aren’t where they should be.
Conversely, the new associate really wants to work in a practice where she can have a mentor and teacher. She wants to be part of a practice team that is committed to excellence, where everyone is focused on doing the very best job and the patient always comes first. She doesn’t want a lot of pressure to make money right away. She knows that she needs to improve her hand speed and gain greater experience in certain procedures. She wants the opportunity to learn sound management practices from a seasoned expert.
He wants a cleanup crew, she wants a mentor and guide. Both need to be honest about their wants, or the reality is that this partnership will not serve either well. Doctors and prospective associates need to ask some tough questions to fully understand the other’s priorities and objectives. The associate needs to understand the doctor’s approach to patient care and management. What is the employer’s philosophy and approach toward treatment planning? Is it something the new dentist is comfortable with? What are the patient base realities? Is this a practice that is struggling or saturated?
What type of feedback can you expect from the hiring doctor? If the doctor wants to throw you into the deep end and see if you sink or swim, politely exit the interview and explore other opportunities. You want to be in an employer/employee situation in which you are meeting with the hiring doctor weekly for up to six months. These meetings provide the opportunity to discuss difficult cases, management concerns, patient concerns, and other topics essential to ensuring open and honest communication. Committing to weekly meetings is critically important in ensuring that both doctors are on the same page and potential concerns are addressed promptly.
Essence : 원장과 페이닥터의 생각, 그 기대와 현실은?
누구나 환영받고 싶고 자신이 필요한 곳에서 일하고 싶어한다. 취업하고자 하는 치과의사와 원장의 생각은 많은 차이가 있다. 그 속마음을 들여다보자. 원장은 번거롭고 손이 가는 업무는 신입의사에게 위임하고 자신은 좀 더 우선적으로 진행해야 할 업무에 더 집중할 수 있기를 희망하며, 신입의 합류로 환자 수가 증가하길 기대한다.
한편 새로 합류한 치과의사는 단순히 매출을 올리는 수단이 아니라 자신이 성장할 수 있는 멘토나 스승의 역할을 찾아볼 수 있으리라는 기대속에 취업한다. 즉, 베테랑 전문가인 원장으로부터 유익한 경영실습을 배울 수 있는 좋은 기회라고 여기는 것이다.
그러나 현실은 어떠한가? 원장은 소위 청소를 담당할 사람을, 취업의는 멘토와 가이드를 기대한다. 그 간극을 좁히는 방법은 무엇일까? 둘 다 희망사항과 현실에 대해 솔직하지 못하면 양자 모두 실망하게 된다. 즉, 원장과 취업의는 각자의 목표와 목적을 충분히 이해할 수 있도록 허심탄회한 대화를 나누는 것이 중요하다. 취업의는 원장의 환자치료 및 경영방침과 치료철학을 이해할 필요가 있다.
좀 더 건설적으로 치과원장과 취업의의 발전을 고려한다면 약 6개월간은 주간 미팅을 통해 어려운 임상증례, 경영관련 사항, 환자관련 사항 및 기타 솔직하고 진정성 있는 소통의 장을 만들 수 있는 중요한 사항들을 논의하는 시간을 갖는 것이 바람직하다. 즉, 이런 주간회의를 통해 현재 펼쳐진 모든 병원내 사항과 향후 벌어질 일들까지도 신속하게 해결할 수 있는 원동력이 되기 때문이다.
