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This text's intention is to describe how this occurred. Your author is not so naive or presumptuous to suggest this is the only way of doing any of the following procedures or that this is the only way to construct the physical plant or the only way to equip it.
However, this is what worked and if you can benefit in any way from our climb up the elusive learning curve it would fulfill the purpose of this book. This book will become your constant reference on efficiency, flexibility and effectiveness in your dental practice. It will help to make your practice more enjoyable while increasing your profits exponentially.
I had been talking to a year-old doctor from California by phone while researching an article. He impressed me when he said he had paid off all his debts—student loans and new practice loans five years after graduation.
Shortly after hanging up, curiosity got the best of me. An Internet search brought me Dr. Silker, as it does just about everything else. The practice opened in with zero patients and made its first annual million dollars in Here are some factoids about Dr. Silker, who, incidentally, looks somewhat like Albert Einstein:. During the s, he ran a hour, days-a-year dental clinic in Phoenix where he was the first employer of a newly graduated Dr.
Howard Farran. Farran, dentistry's bad boy, at 39 is today also a millionaire practice management guru and is a part-time practicing dentist;. Almost named this book What They Didn't Teach You in Dental School because he quipped, The guy who went belly up is the one who teaches you how to do business in dental school. What's impressive about these chapters is that unlike most dental practice management books, they give instructional tips—not just espouse philosophy.
Silker provides detailed how-tos that are useful for dentists flexible enough to change their inefficient ways. For example, color photos show recommended rubber dam and tray set-up configurations. Chart abbreviations are given, as are schematics for ergonomic traffic flow.
The appendixes include inspirational quotations, reading suggestions, and supplier phone numbers. Knowing it is not always wise to trust advice published by a dentist you don't know, I wanted to find out why he wrote the book.
Clearly, books are ego-gratifying legacy-builders, but was there more? He starts Chapter 1 with a Zig Zigler quote: You can get everything in life that you want -- if you'll just help enough other people get what they want.
Getting Dr. Silker on the phone two days before his annual four-month trip to Hawaii was tricky while on the islands, he swims, watches the market, and tinkers with his stocks. He did talk with me for 10 minutes, probably doing a crown prep while an assistant held the phone to his head.
Here's what he said:. What I've noticed over the years is that dentists make top pay but live just above their means, which is also true of attorneys and physicians. They are not good managers of their money. I've had over associates over the years, and I wanted to write a book to help, Dr. Silker said, sounding neither egocentric nor like some millionaire. He added, Dentistry has historically been lucrative enough so that dentists can make a good living without being efficient.
In no particular order, what follows are several of the core messages communicated in Dr. Silker's book. Financial rewards for the young dentist should be less of a priority than gaining experience, otherwise known as attacking that learning curve.
You worked long hours in dental school for little return, so keep it up out of school and you will maximize repetition and time-motion studies to improve your efficiency.
Never put down the mirror, or look for a tool, and minimize the number of hand transfers. Staff should be so highly trained down to minute detail that they train the new staff, and they could illegally run the practice if you called in dead. Find out what is legal for hygienists and assistants to perform in your state and have them do the maximum, including prediagnosing dental and oral conditions. Fit in all emergency patients, even new ones, by telling them to bring a book in case you have to stop and start to get existing patients taken care of in a timely manner.
Emergencies are an unexpected financial boon, and a way to land an instantly loyal patient is to get him or her out of pain fast. At the end of October , Dr. Silker quit practicing dentistry. I was worried about what would happen. Nothing collapsed. In fact, it is going better since I left, he said, begrudgingly.
Sure, he comes in, does some work now and then, but he doesn't have to. Some dentists may pooh-pooh his practices as solely money-motivated, but he insists otherwise. The only difference between he and a dentist in the poor house is while they both do quality dentistry, Dr. Silker does every aspect as fast as it can be humanly done while leveraging the power of delegation—earning profit while others' do the work so you don't have to. We don't care what my detractors say as long as they are talking, Dr.
Silker said with a laugh. This writer's recommendation of the book doesn't count, as I am not a dentist. Knowing the book is recommended reading in some dental schools, and by young dentists, however, is a pretty good testimonial. A disclaimer at the beginning of the text says if you don't agree, you can send it back for a full refund. This column is prepared by Janyce Hamilton, a Chicago area freelance journalist who specializes in covering dentistry.
New columns will be put online on a monthly basis. If you have a suggestion for topics to be covered, or any comments on this column, drop us a line, review cds.
Every pediatric dentist in a dental office should consider having this book. The text's 31 chapters focus on its themes of practical management techniques. Setting goals and motivational common sense. Each chapter is full of good sense. With emphasis on detail, concise planning and efficiency, which pediatric dentists can apply to their practices.
The author stresses ultimate efficiency as a goal to work toward constantly. Silker emphasizes full legal delegation of responsibilities to the staff at all times.
There is no mention of other behavior management techniques or other areas of pediatric dentistry. If you want to increase your efficiency and practice management skills, I recommend this book. First edition. ISBN Leonards Your reviewer assumed from the title that this book would be a classic example of American hype.
He was wrong. It is beautifully laid out, is easy to read and has valuable advice, recommendations and information on practically every page. A dentist following even some of the suggestions would certainly improve productivity, income and patient referrals. He started out in a village with residents and probably squatted! The book itself is unusual on several counts. It has an introduction footnote explaining and excusing any gender bias in the text.
He is careful, concerned and caring. A thorough review of the scope of this book would require many pages. A digest of the chapters is: building your practice, new patients, the learning curve, efficiency, flexibility, patients, tray set-ups, nitrous oxide, rubber dam, pedodontics, RCT, prosthetics, laboratory, operative personality and communication, dental insurance, expenses, marketing, accounting, banks, mission statement, goals, plant, telephones, layout, dental equipment, staff talks, in-house laboratory, maxims, quotes, reading list and bibliography.
Nothing is left out, and your reviewer believes that any reader will find a useful tip in every one of the 31 chapters. A patient in pain is seen immediately, and then often agrees to a RCT and crown. All other work is done by ancillaries. All surgeries are arranged with standard trays, all identical. Everything required is on hand. The chair side assistant has an assistant. Children are treated as clients, and spoken to as such: How old are you?
How old would you like to be? And so on. About the latter, this is left to the clerical staff, and they sort this out and reach agreement before the dentist actually performs the service. Unpaid accounts are rare. By using ancillary staff, complete dentures are completed in four appointments, but the author makes the point that there is no shame in telling the patient with a bag full of unsatisfactory dentures that they should seek treatment elsewhere.
He offers ten different ways of explaining to the patient that the expensive crown is the best form of treatment. It has long been the view of your reviewer that communication and personality represent the major factors in successful dental practice. This is not to denigrate professional skill. One assumes that most dentists have this. The trick is to convince the patient that you are providing this skill.
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This text's intention is to describe how this occurred. Your author is not so naive or presumptuous to suggest this is the only way of doing any of the following procedures or that this is the only way to construct the physical plant or the only way to equip it. However, this is what worked and if you can benefit in any way from our climb up the elusive learning curve it would fulfill the purpose of this book.
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