ProDentist 2017 February

PROactive • PROgressive • PROdentist
FEBRUARY 2017
Dr. Craig
Spodak
with Marlins right fielder, Giancarlo Stanton


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Hosted by Dentsply Sirona in Las Vegas, Dentsply Sirona World is the second annual Ultimate Dental Meeting and will continue the era of the educational festival.
Super Early Bird pricing is now available through March 31, 2017, so hurry and register now before prices increase! Don’t miss the chance to attend the most revolutionary and exhilarating event in dentistry as we continue our commitment to educational excellence.
Be sure to register as part of The Progressive Dentist Partner Group to join our exclusive events within the event!
Register today! www.dentsplysironaworld.com or call 844.462.7476
A unique educational experience for every dental professional.
Invaluable education o ered through myriad breakout sessions steered by leading clinical, marketing and business educators.
Experience a comprehensive trade show displaying the best technologies and services.


MARCH 31 - APRIL 1, 2017 | DALLAS, TEXAS
SPEAKER:
CHUCK BLAKEMAN
SPEAKER:
CRAIG SPODAK, DMD
Seating for the event is limited to 40 participants to allow for great interaction.
Best-selling Author and Founder of Crankset Group
Spodak Dental Group
I don’t know any o ces that should not do this seminar. “A must.”
Dr. Alan Markowitz,
Great Boca Smiles
This seminar has really opened my eyes to the di erence between managing and leading and it gave me the tools to help make a change.
Jennifer Viquelia,
O ce Manager Millennium Family Dentistry
This is the one course that can truly revolutionize the way your business can work for you! A phenomenal experience!
Dr. Dennis Abbott,
Dental Oncology Professionals
To register or for additional info
www.GOTTsummit.com
$1897 PER PERSON
(includes tuition, hotel, meals and ground transportation)
Local attendees who don’t need hotel rooms will register at a reduced rate.
Only a few seats remaining.
Don’t wait! This event WILL sell out.
YOU’LL LEARN HOW TO:
• Use your practice to build your ideal lifestyle; not just an income.
• Increase revenue, reduce expenses, and attract the best talent.
• Build teams that manage themselves and own their responsibilities.
• Enjoy a practice that runs like a business, even when you’re not there.
• Lead without managing.
• Discover why managing your practice costs you time and money.
WHAT WILL YOU DO AS A RESULT OF BEING PART OF SUCH A POWERFUL DISCUSSION? LET’S FIND OUT TOGETHER!
Brought to you by:
*Includes tuition, hotel, & transportation and meals.


Publisher’s Note
Every year, I have a personal mantra or focus that I lter everything through and it carries over into the business. This year, it’s “Signi cance vs Success”. We’re only successful because we help YOU to be more successful, and to achieve my personal de nition of success, we must be signi cant. 2017 has begun with great momentum. We’ve set a high bar in an e ort to exceed your expectations we’ve expanded our team to ensure that we’re up to the challenge. I’m looking forward to introducing them in our online community and at several upcoming meetings and events in February. As for what’s in store for you in this edition:
As you may have seen through our social media launch, we’ve just released the ALL NEW ProPractice online learning center. It’s the next level of engagement and gives you multiple ways to interact with our experts, authors and maybe most importantly, with each other. Originally developed with a superstar technology team and the
FOUNDER & PUBLISHER
Bonnie Hixson
[email protected] Twitter: @BonnieHixson
LEAD DESIGNER
Carrie Przeslak
[email protected]
2017 EDITORIAL ADVISORS:
Dennis Abbott, DDS Ross Nash, DDS Uche Odiatu, DMD Jill Wade, DDS, MAGD Janice Hurley
JoAn Majors Debra E. Nash Haden Werhan Rita Zamora
DIRECTOR OF
DIGITAL SERVICES Heather Riley [email protected]
CO-CREATOR & DIRECTOR OF CONTENT FOR THE PROPRACTICE:
JoAn Majors [email protected]
NEW
The
Online Learning Center
TheProDentist.com TheProPractice.com
vision of my colleague, JoAn Majors, we’ve brought it into the ProDentist Community with a new direction and a mission to save you time, save you money and make your lives easier. We can now help every member of your team to be more successful and professionally ful lled, not because we suddenly got better or smarter, but because we’re adding new dimension to the ways you utilize and implement the expertise of our authors. You’ll read more inside and you can see what all the buzz is about at TheProPractice.com.
February is National Children’s Dental Health month and it seemed the perfect time to highlight Dr. Craig Spodak and his new non-pro t, in collaboration with MLB’s Giancarlo Stanton, “All Star Smiles”. Please join me in congratulating the Spodak Dental Group on their cover feature and their philanthropic impact on their community and now, across the country.
Sadly, we said goodbye to one of the most progressive implant dentists of our
time – Dr. Carl Misch. We reorganized some of our intended content for this edition to include a personal tribute to Dr. Misch and recognize his work and his legacy. We’ve also committed to donating a portion of new subscriptions in the month of February to the Misch Legacy Endowment. My thanks to you, JoAn for writing such a beautiful story.
There’s so much more happening in this rst two months of the year and you won’t want to miss any of it! I invite you to follow us on Facebook, Twitter and in The ProPractice for more news and updates that directly impact your practice and your future.
See you there!
Bonnie Hixson Owner / Publisher
2
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TheProDentist.com
twitter.com/prodentist


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IN THIS ISSUE
21
DR. CARL MISCH 1947-2017
16
6
38
6 COVER STORY
DR. CRAIG SPODAK Creating a brighter future for patients and dentists.
12 CREATING A HEALTHY WORK ENVIRONMENT Strategic planning for success. BY CATHY JAMESON, PHD
16 PROGRESSIVE PRACTICE PROFILE THE WAY OFF THE DENTAL TREADMILL
How one dentist stepped up to stand out.
BY CHUCK BLAKEMAN
18 4 STEPS TO HELP YOU
R.I.S.E. TO SUCCESS
Cultivate a happier, healthier and higher performing culture.
BY JUDY KAY MAUSOLF
21 A TRIBUTE TO THE LATE DR. CARL E. MISCH 1947-2017
30 THE ART OF SUCCESS Building a thriving,
sustainable dental practice.
BY J. WESTON LUNSFORD
12
34 REVEALING ANSWERS TO YOUR QUESTIONS ABOUT MEDICAL BILLING
38 DIY SOCIAL MEDIA MARKETING MISTAKES
Who handles the social media duties in your o ce?
BY NANCY TAYLOR
44 CONTROL, ALT, DELETE It's not just for computers. BY LISA SPRADLEY
Introducing the all new
Online Progressive Learning Center
The ideas, views and opinions in each article are the opinion of the named author. They do not necessarily reflect the views of The Progressive Dentist®, its publisher, or editors. The Progressive Dentist (“Publication”) DOES NOT provide any legal or accounting advice and the individuals reading this Publication should consult with their own lawyer for legal advice and accountant for accounting advice. The Publication is a general service that provides general information and may contain information of a legal or accounting nature. There is no guarantee or warranty regarding the information contained in the Publication and we are not responsible for any loss, injury, claim, liability, or damage (“damages”) related to your use of the information contained in the Publication or from errors or omissions in the content of the Publication. While we have worked to make our Publication and all the features in the Publication as helpful as possible, the Publication does not endorse any content provided by any feature, nor does it assume any responsibility for the interpretation or application of any information originating from such content. In addition, The Progressive Dentist does not endorse any content contained in any advertising in the Publication, nor does it assume any responsibility for the quality or integrity of such work. All content contributed to The Progressive Dentist magazine becomes the property of Hixson Media. The publisher assumes no responsibility for return of unsolicited manuscripts, art, photos or other content. Your satisfaction is important to us.
FEBRUARY 2017 | TheProDentist.com 5


Dr. Craig Spodak with his wife, Zaicha, and their two children at Spodak Dental Group
Cover story by Darien Davies


DR. CRAIG SPODAK:
Creating a Brighter Future for Patients and Dentists
Every professional chooses their specialty, but for
Dr. Craig Spodak, it’s much more than a choice; it’s a calling. For him, every day is about testing himself, the limits of his imagination (or lack thereof) and the eld of dentistry.
“Why be good when you can be great?
Why exist if you don’t evolve?”
Dr. Craig is a third-generation dentist and owner of Spodak Dental Group. “I set out with the goal to drive the national trend of o ering all specialties under one roof, exactly like the Cleveland Clinic. If it works for the medical eld, it only made sense to bring it to the dental eld.”
3911 West Atlantic Ave. | Delray Beach, FL 33445 | (561) 571-8144
Insta
www.instagram.com/spodakdental
FEBRUARY 2017 | TheProDentist.com 7


8
He isn’t the rst dentist in his family, but he is the rst with this powerhouse mindset. His father, Dr. Myles Spodak, opened the Spodak Dental Group
another dental appointment. The Group is now able to avoid patients complaining to their friends and family members about how annoying their tempo- rary crown is or how often it falls out. Instead they’re raving about having only one visit, how they are able to watch their crown being milled, and how natural
it looks and feels. Until now, most of their patients didn’t even know this value was available to them.
“The dentist who adds the most value wins.”
“All you need to focus on is how to enhance the pa- tient experience and provide the most value, whether through o ering evening hours, weekend hours, or same-day dentistry. It’s an archaic notion that you can still practice the same way you did ve or even 20 years ago and still be successful,” Dr. Craig said.
This same principle guided him in the design of his 13,000 square foot, LEED Gold Certi ed, state- of-the-art, biophilic facility. Designed by world-re-
Dr. Craig with his father, Dr. Myles Spodak
doors back
in 1976 on West Atlantic Avenue, in the then sleepy town of Delray Beach, FL. Dr. Myles gener- ously served his commu- nity and his patients, but when his son, Dr. Craig, joined the practice in 1998, he was determined to make a di er-
ence. Today, that
strongly felt within their community. di erence is Dr. Craig had a di erent vision of how to run the
family business and took over the practice in 2006. His dream was to change the way patients experi- ence dental care and he has worked tirelessly to rein- vent patients’ perceptions of just how great a dental appointment can be.
He saw the frustrations of his patients when he had to refer them out to specialists, or they didn’t have the time in their schedule to come back for multiple appointments to get a temporary and then a permanent crown. It only made sense to combine all general and specialty dentists, an on-site lab with a master ceramist, and the newest and best technology to better serve his patients. Not only did it allow for greater quality of care for the patients, but they were happier because they could enjoy all their dental services under one roof and, most often, receive com- plete treatment in one day.
“Same-day dentistry is disruptive technology. It’s similar to what Uber did to taxis. Only one person had to have an idea for an easier and simpler way to get from here to there, and develop a system that saves time and money, thus creating greater val- ue. The same can be applied to dentistry. Patients shouldn’t have to wear a temporary crown for two weeks when they can get their permanent crown in one day.”
Spodak Dental Group’s patients can now turn their CEREC crown into a great experience versus just


nowned artist Michael Singer, the facility opened its doors December 2013 and enabled Dr. Craig and his team to continue to pave the way for transcending the patient experience.
The entire facility was built with the patient in mind and every cor- ner of the o ce has a purpose. Six healing gardens surround the facil- ity to comfort patients and o er an area of respite before, during and after their appointment. Floor-to- ceiling windows in every one of the 18 operatories and the main space allow for natural light to pour in, accounting for 85 percent of the lighting in the facility. Studies show that natural light has been proven to reduce patient pain and stress during recovery, so the goal was to have as much of a “healing” build- ing as possible.
There are also no doors on
the operatories and the doctors’ desks are in the main space, which fosters greater communication between not only patients and their dentist, but also between the team of 10 general and specialty
dentists. There is no need for a patient to visit another o ce to get a second opinion when the doctors can discuss your case and agree on the best treatment plan right there in the consultation room with you.
Sustainability is also another main goal for Dr. Craig as he took great strides to only positively im- pact the environment. He installed two cisterns that collect 14,000 gallons of rain water that are used for supplemental irrigation for
fruit trees, an herb and vegetable garden and tropical shade garden. He even built a lake under the park- ing lot, through the use of a Storm Tech system, that captures and in ltrates up to 209,000 gallons of rainwater back into our environ- ment. This parking lot and system is one of the rst of its kind in South Florida and will help model new standards and expectations for how water is managed for both quantity and quality in our region.
“My overall goal is to create
a better community. If all small Delray businesses will incorporate some pieces of what we’re doing
"Success, for me, is taking care of peo- ple. It’s that simple."
Dr. Craig Spodak


and what we’ve done, we can really have a large impact because the next city would follow suit, then the next in another state, and so on. I would love for people to copy what we’re doing. We could really transcend the current eld of dentistry.”
Beyond their patients, Dr. Craig and the team spend a great deal of time investing in their commu- nity. The Spodak family has lived in Delray Beach since the opening of the company, and is deeply root- ed in the success of the city. The nearly 50 doctors, clinical and administration team members all live
by a set of core values where their aim is to change the world through the power of compassion. This includes volunteering for local community events, helping with the personal development of other team members, or helping to create the company’s rst af- liated non-pro t organization, The All-Star Smiles Foundation.
The Foundation began in true Spodak tradition: with a single, burning desire to help people. But it wasn’t until Dr. Craig met Marlins All-Star elder
Giancarlo Stanton in 2014 that the ball really gained momentum.
The partnership began when Stanton was treated at the dental o ce after su ering dental damage caused by an 88-mph fast ball to his face during a baseball game in September of 2014. He fell in love with the culture and team of the practice and decid- ed to join forces with Dr. Craig to combat child tooth decay on the national level by providing free dental care to underprivileged children. Stanton believes that every child deserves to smile and wanted to help make that happen.
“I was one of those kids, and I know how it feels when you’re not proud of your smile,” said Stanton. “The Foundation’s mission is very important to me and we are now able to help children who otherwise couldn’t access this type of dental care, and that is what we’re here for.”
Tooth decay is largely preventable, but it remains one of the most common diseases of childhood, and is ve times as common as asthma and seven times as common as hay fever, according to the Centers for Disease Control and Prevention. The CDC says 42 percent of children ages 2 to 11 have had cavities in baby teeth and 21 percent of those ages 6 to 11 have had cavities in permanent teeth.
The mission of the All-Star Smiles Foundation is to eradicate the disease of childhood tooth decay. The vision of the organization is to provide a safe and comfortable dental experience, at no cost, to underserved children, many of whom are receiv-
ing dental care for the rst time in their lives. The All-Star Smiles Foundation will also provide dental care services to even more children in need through- out the U.S. through the elaborate use of a liate partners, which is where other dentists are invited to join forces.
Stanton with Dr. Tiffany Dudley MLB's Giancarlo Stanton with Dr. Craig


"I was one of those kids, and I know how it feels when you don’t want to smile.
The Foundation’s mission is very important to me and we are now able to help children who otherwise couldn’t access this type of dental care, and that is what we’re here for."
Giancarlo Stanton
“We have since held two All-Star Smiles days where, in total, we provided more than $200,000 in free dental care to more than 400 children. Our third event will be held February 2017 so we can highlight National Children’s Dental Health Month. All den- tists around the country are invited to reach out to their community members, nd those children who need the most help, and participate. This idea may have started with me, but we, as dentists, will be able to really make an impact in all of our communi- ties and turn the tables on childhood tooth decay.”
Even with such great vision and drive from Dr. Craig, Stanton and other local Delray Beach den- tists, it will take a group of dentists to really help the Foundation succeed. Similar to Freedom Day USA, where dentists provide free dental care to veterans, military members and their families, the Founda- tion will host a dedicated All-Star Smiles Day each February. The Foundation hopes that all dentists will get involved, not only as a way to give back to their community members, but also as a way to create a halo e ect for dentists nationwide.
“A truly established business is entrenched in the community because it’s a virtuous circle: patients,
team, community,” Dr. Craig said. “A business has to think locally and globally, regardless of how small or large the business. The team must be pioneers of the positive growth and responsibility to the community and its members. The business cannot merely exist to make money. Without a doubt, it has to give back. This Foundation was the largest example of how we knew to give back.”
If you are interested in participating in the upcom- ing All-Star Smiles Day, please visit the website, www.allstarsmiles.org for more information.
“Success, for me, is taking care of people and building relationships. It’s that simple,” Dr. Craig said. “Charity has always been a passion of mine, but when I met Stanton, I realized that creating the Foundation immediately was a must. It was seren- dipitous to meet someone of his caliber, in uence, and capital, so I felt that I had a responsibility to do it. Helping children who have never seen a dentist before is an indescribably rewarding feeling, and one that I invite all dentists to experience.”
This is progressive at its nest.
FEBRUARY 2017 | TheProDentist.com 11


MANAGEMENT
12
Creating a
HEALTHY Work Environment: Strategic Planning for Success
BY CATHY JAMESON, Ph.D


Creating a healthy work environment is possible. You can enjoy your work, your business, and your teammates. Plan for this healthy environment, and you will have taken the rst step toward making that happen.
At the 2016 Rio Olympics, we saw the epitome of careful strategic planning. Dedicated athletes and coaches determined their goals and designed strategic plans to bring those goals to reality. They worked diligently over many years with dedication, tenacity, and commit- ment. United States gymnastic gold medalist, Simone Biles didn’t become the most decorated female gymnast by accident. This 19 year old committed to a strategic plan that she and her coach developed which included working out a min- imum of 32 hours per week. That’s the same number of hours that a dentist works (on the average) per week!
YOUR OWN GOAL FOR GOLD
Your successful practice begins with the design of a strategic plan. A dynamic strategic plan includes numerous categories of thought and design. Here are the major divi- sions of a comprehensive strategic plan.
Create the Plan:
• Mission
• Vision
• Goals
• Product or service o erings • Target market
• Marketing plan
• Industry and competitive analysis • Pro-forma Financials
• Resumes of company principals
There are three speci c areas to analyze and/or create as you design a strategic plan. Answer the follow- ing 3 questions as you develop a
plan in all of the areas listed above. A. Where are we now?
B. Where are we going?
C. How will we get there?
Let’s look at each of these.
WHERE ARE WE NOW?
Take a moment—as a team—to review your Mission Statement. The mission statement includes the following: who are you? What do you do? Why is that important or signi cant? In other words, what is the purpose you are serving? Who are you serving? What is your “why”? Your Mission Statement is based upon the values that you con- sider imperative, non-negotiable, the benchmark for every decision.
THE ‘WHY’
The “why” is the motivational driv- ing force of your business and of the service you provide. The “why” is the energy that you bring to each day, each patient, the team, and to the practice. The “why” does the following:
a. Forces you to look into the future, in uence the future, and be proactive
b. Brings about better awareness of needs
c. Focuses you and the team on clearly de ned objectives
d. Provides a sense of direction, continuity, e ective sta ng and leadership
e. Plugs everyone into the system
f. De nes your Values and Guiding
principles
As you are analyzing your practice to determine “where are we now?”, do a comprehensive review of your numbers, your goals, and your accomplishments. Do a SWOT analysis which is a commonly used measuring device for businesses. It is a good way to analyze the pres- ent situation and, project future possibilities. Here is a brief review of the SWOT analysis.
SWOT is an acronym for the fol- lowing:
a. Strengths—build upon these b. Weaknesses—shore these up c. Opportunities—capitalize on
these
d. Threats—reorganize to
counteract these
Do this as a team activity. Consid- er breaking up into small groups and have each group do their own SWOT analysis. Then, come back together and compare information. Compile the analysis and watch
the dynamic conversations begin
to bubble up. The more you engage everyone, the more information you will gain and the more supportive everyone will be as you begin to plan for the future.
WHERE ARE WE GOING?
Your VISION is future focused. It’s a detailed description of how you see your business as if it were “ideal”. Share that vision with your team. And remember, your vision of your ideal practice will alter throughout your career and throughout the life of your busi- ness. As that evolution occurs,
FEBRUARY 2017 | TheProDentist.com 13


14
“You make your own luck. You do that by training.” – Simone Biles, Olympic gymnast
make sure that you are keeping your team “in the loop”. How can your team support your vision is they are not clear about what that vision looks like?
Develop a long term vision, and also establish a vision for the year ahead. You know where you are. Now, determine where you want to go. Once you determine where you want to go, dig into goal setting: the core of strategic planning.
HOW WILL WE GET THERE?
Goal setting is the guide for your practice growth. Here is the “how to”. Going back to the Olympic analogy, these athletes and their coaches have very speci c long term and short term goals. This is the “how do we get that done” part of strategic planning. It’s the workout plan!
1. WRITE THE GOAL.
De ne—speci cally—what you want to accomplish. CONNECT MISSION TO VISION AND THEN TO YOUR GOALS. When you write a goal, you must ask yourself, “If we do this, will it help us to ful ll our mission?” The answer must be yes.
Write goals in several di erent areas:
A. FINANCIAL
B. CUSTOMER RELATIONSHIPS
AND SERVICE
C. OPERATIONAL
D. TREATMENT MIX
D. TEAM
You will have some short term
and some long term goals. You
are better served to identify a few ultimately imperative or highly desired goals and develop those in detail. Focus on the most important
areas that will lead to the greatest results. Establish the following:
a. Performance targets
b. Priorities
c. Make sure that each goal is Speci c and Measurable
2. PLAN OF ACTION
What will you do to accomplish each goal? How? What do you need in terms of resources? Are there barriers you need to remove? What are the obstacles? Face those chal- lenges and work through each or the goal will never become a reality for you.
2. RESPONSIBILITIES
Be careful not to leave out this segment of goal accomplishment. If you just throw something up in the air and think people will automat- ically pick up and do it, you may
be disappointed. Include people
in their design of the project and discover what aspect is of most interest to them. Let people shine by developing their interests and by having their talent and gifts nur- tured.
3. TIME ACTIVATION
a. Start dates. Completion dates b. Timelines and deadlines. The
timelines will be the incremental phases that need to be completed in a speci c timeframe so the project will be completed by the pre-determined deadline.
c. This aspect of goal accomplishment will prevent procrastination. It is frustrating to everyone to nd that the week, month, quarter, year (or lifetime) has ended and the things you really wanted or needed to get
done were left on the table as a thought, an idea, a dream, a wish, a “want to”.
4. EVALUATION
Be faithful about reviewing your goals. Write the goal and plan of action as detailed above. Then, evaluate your progress. You will only be able to determine wheth-
er or not you are on course or o course if you have a written plan and can physically see the status. This is your measuring device: your scorecard.
THERE ARE 8 KEYS TO SUCCESSFUL STRATEGIC PLANNING:
1. Clear and comprehensive grasp of external opportunities and challenges:
a. Social
b. Political c. Economic
2. A reasonable and comprehensive assessment of the organization’s strengths and limitations.
3. An empowered planning committee—you, your team and your advisors. Be inclusive.
4. Sharing of responsibilities.
5. Learning from Best Practices. 6. Clear priorities and
implementation plan.
7. A commitment to change. 8. Perseverance.
“My message at these Games: Never give up.” – Yusra Mardini, refugee Olympian, swam the Ae- gean Sea to ee Syria. Competed in swimming in the Rio Olympic Games.


TAKE ACTION FOR IMPLEMENTATION
Make a decision to be successful. Focus on what you want—not what you don’t want. Focus on and acknowledge the good things that have happened and turn your focus to the future—that which you want to happen. Visualize your “ideal” practice and make that happen. Celebrate the small victories along the way. In other words, recognize each step taken toward a goal. Before you know it, the goal will have become a reality. Believe in possibilities.
IN SUMMARY:
THE 10 STEPS OF EFFECTIVE, SUCCESSFUL STRATEGIC PLANNING:
1. Be the Best you can be. Do not become complacent with status quo. Be moving continuously in a progressive, developmental path of improvement.
2. State your purpose: what is your purpose? What are you trying to accomplish for your clients? For your team? For your family? For yourself? Why do you exist?
3. Visualize the future. a. Direction
b. Customer focus
c. Market position
d. Business activities
e. Capabilities
f. Plans for future development
4. Take a SWOT inventory a. Strengths,
b. Weaknesses, c. Opportunities d. Threats
5.
6. 7. 8.
9. 10.
Pro le your customers—your patients a. Needs
b. Motivators
c. Characteristics
d. How do you add value?
e. How do you improve your
customer service?
Goals and objectives – REMEMBER: they must be measurable!
Assess resources
a. Time and Money
Take Action
a. Identify roadblocks b. Assign deadlines and
responsibilities Keep score
Make strategy a habit.
CREATE A HEALTHY WORK ENVIRONMENT: GO FOR THE GOLD!
CATHY JAMESON, Ph.D.
Cathy Jameson, PhD, is founder of Jameson Management, a team of management, marketing and clinical advisors improving the lives of dentists worldwide through consulting, products, events and more. As a speaker, she delivers entertaining and educational programs packed with decades of proven practice management systems. Cathy is a best-selling author, including her most recent title, Creating A Healthy Work Environment. For more information on Cathy’s books and Jameson’s coaching and marketing services, visit www.JamesonManagement.com or call 877.369.5558.
“Nothing is impossible. With so many people saying it
couldn’t be done, all it takes is an imagination.”
– Michael Phelps, Olympic swimmer
FEBRUARY 2017 | TheProDentist.com 15


The Way Off the DENTAL TREADMILL BY CHUCK
Stand in front of a mirror and ask yourself, “What would I be doing right now if I wasn’t afraid, risk- averse, bored, confused, comfortable, or busy?”
Pick the one that is holding you back, and let’s change that reality.
We get what we intend, not what we hope for. Too often we hope for a great life, but we intend to work hard and make money. You will get what you intended – hard work, and some money. What fresh intention do you need in order to get o the practice treadmill you built for yourself?
MANAGEMENT
16
BLAKEMAN
BASIC BUSINESS FREEDOM
Most dentists are, at best, rich; they only have money. Your aim should be wealth, the combination of time, money, and personal energy, and a business that al- lows you to choose to work, not have to work. Anything less and you’re still on the treadmill.
It’s especially important to remember that business freedom really isn’t about the size or scope of the business at all. The lifestyle you are experiencing as a result of your practice is all that counts.
MAKING MONEY IS NOT AN EMPOWERING VISION
To build a practice that provides the lifestyle you want, you need a vision that motivates you. Making money is not an empowering vision. I know plenty of people who’ve tried it, including me. My friend, Eddie Dre- scher has a client who told him, “After $150,000, it didn’t make me any happier to be making $500,000.” Some people push the numbers up or down, but you get the point—more money never makes life more meaningful. What we do with it can.


One day in the early 2000s while I was doing one of my two stints as a captive employee, my wife Diane came to me and said, “I don’t know how you keep go- ing. I can’t take this job anymore and I’m not even the one doing it.” She was responding to the listlessness, and the lack of power and meaning that comes from just making money.
She helped me identify that making money had become an objective that lived on its own and had no way of in uencing what went on in the rest of my life. I just made money to buy more shiny objects I didn’t have time to use.
I knew intuitively that there should be a deep con- nection between my work, and how I could use that work to create a life of success and signi cance. It was the turning point that led to starting Crankset Group.
I make a great living now, but with better reasons than just making dough. I get out of bed more easily and with more purpose.
A successful dentist eventually gures this out, too. Making money is not an empowering vision; neither is a lifestyle being trapped as an employee of yourself. If you want to be successful, you’re going to need to gure out how to build a business that makes money while you’re on vacation.
THE BIG MINDSET SHIFT
I cannot over-emphasize this concept—it is the crux of the whole problem: To get o the practice treadmill, you have to shift your focus from making money, to building a practice that makes money. Do you hear the subtle, but powerful di erence? This mindset
shift helps you to stop focusing on the Tyranny of the Urgent (making money) and gets you more focused on the Priority of the Important (building a business) when you’re not there.
The fundamental shift is realizing that freedom is rarely built on the production of the practice owner. Maybe on their talent, creativity, or vision, but not principally on their personal production. The over- whelming majority of dentists never gure this out. Not because they can’t, but because they have a one- track mind for making money to pay this month’s bills.
“Wasting time” to work on the future, which brings in no money this month, is simply o the table. They are focused on short-term gain.
I’M ALREADY THERE, AREN’T I?
Some dentists are going to look at this and say, “I have freedom because I have other people in the production roles.” That’s not the test.
What happens before, during and after you go on vacation? Do you have to work like crazy before you leave? Can you go away for weeks at a time without chaos ensuing, or having to stitch it all back together when you return? If not, you have a treadmill practice masquerading as a freedom practice. Your business is making money, but it’s not successful in the sense of creating wealth (both time and money) for the owner. Remember, we’re not measuring freedom based on what the practice looks like, but on what the owner’s lifestyle looks like.
A PRACTICE YOU CAN KEEP OR SELL
I’ve worked with a lot of owners who say, “Let’s get this pro table so I can sell it and get the heck out.” But after it starts producing both time and money for them, I remind them of their goal, and many times the response is, “Are you crazy? I’m having too much fun!” I understand the desire to sell and get out when things are tough, but it’s possible you’ll feel di erently once you get your practice to produce both time and money for you.
The way o the treadmill is about changing our intention from making money, to building a practice that makes money when we’re not around. It’s about building a platform for signi cance that allows you to serve your community and gives you the freedom to travel, golf, volunteer, or pursue whatever other burr you have in your saddle that takes time and money. It’s about creating freedom and choice.
You get what you intend, not what you hope for. What kind of practice are you intending to build? Let’s build a practice that works for us, and let’s get o that treadmill.
CHUCK BLAKEMAN, FOUNDER, CHIEF TRANSFORMATION OFFICER, CRANKSET GROUP
Chuck Blakeman is a successful entrepreneur, an internationally acclaimed speaker, weekly Inc. Magazine contributor, best-selling author and world-renowned business advisor who has built ten businesses in seven industries on four continents. His first book, Making Money is Killing Your Business was rated “#1 Business Book of the Year” by NFIB, the largest business owner association in America. And his most recent book, Why Employees are ALWAYS a Bad Idea has been named one of the “Top Ten Business Books of the Year”. Both are textbooks in undergraduate and MBA college courses.
Chuck is a regular contributor to the Progressive Dentist Magazine and has written for Oral Health Office, ACGImpact and Dental Entrepreneur. His company Crankset Group provides business advisory with dentists and practice owners worldwide with significant results.
FEBRUARY 2017 | TheProDentist.com 17


4 Steps to Help You R.I.S.E. to
Success!
BY JUDY KAY MAUSOLF
It’s that time of year again where many of us are making New Year’s resolutions!
Do you remember what you said you were going to do last year?
Were you successful at accomplishing what you set out to do?
Or like many did you give up after the rst few weeks or month?
I have the awesome privilege of helping dental teams nationwide cultivate a happier, healthier and higher performing culture. I utilize the R.I.S.E. Process (a 4 step pro- cess) to help them not only create but also sustain their improved culture results. I have found the same process works awesomely for achieving individual goals as well!
R.I.S.E. is an acronym for Review, Implement, Sustain and Evaluate. So here is how to apply my four step R.I.S.E. Process to succeed at sustaining your 2017 resolutions.
Ris for Review! Review your core business values. What 4 words, in order of priority,
describe your business core values and purpose? Would other people be able to recognize those values in
you? For example, my 4 core words in order of priority are: Lifter, Authentic, Happy and Committed. If you don’t know what yours are stop reading and take some time to re ect. They are important to know because they will help guide you
in your decision making. They also will help you know who you want to show up as every day. Ask yourself where you are now and where you would like to grow that supports your standards.
Change this year’s resolutions from goal focus to growth focus. Growth is limitless — whereas goals have a ceiling. Once you reach your goal — you stop! Where- as we never stop growing. Decide where to focus growth to maximize your results.
This is not the time to go crazy
and over commit! Set realistic growth challenges. We achieve more sustainable results when we under-commit and over-deliver! If you spread yourself to thin or set to lofty of goals you may become over- whelmed and give up out of frus- tration. Here is a little exercise for you. I would like you to raise your right hand as high as you can! Are you as high as you can go? Okay, now reach just 1⁄2 inch higher. Were you able to extend another 1⁄2 inch higher? If I would have asked you to try to touch the ceiling you would have given up knowing it was not possible. But instead I asked you
to reach 1⁄2 inch higher; something that you believed you could actually achieve. Consistent little steps lead to success because small, consis- tent progress adds up really fast.
18
MANAGEMENT


“Success comes from consistent incremental progress!”
Iis for Implement. De ne the implementation process by clari- fying the following details: what,
who, when, where, why and how. What area(s) do you want to
grow? Prioritize if you have several areas. Start with the area that will make the biggest impact.
Who can help you? Who is out there already successfully doing what you want to do? Who is a potential mentor? What books or blogs are available on the subject?
When will you do it? It is import- ant to actually schedule time to t it in to your day, week, month, and year or it won’t happen.
Where will you do it? Do you need a speci c location to achieve the results you desire?
Why will you do it? This is the most important part to successfully sustain growth. What is it that will motivate you to continue to do the new behavior when you don’t feel like it or you are pressed for time. It has to be a big enough why. On a
scale of 1 to 10 with 10 being high it must rate an 8 or above in value. Otherwise, the chances of you sustaining the new habit are greatly reduced.
How will you do it? Clearly spell out the attitude, mindset and action steps you will need to take to be able to succeed.
"Your most brilliant ideas are worth nothing if they don't get implemented." ~ Joyce Ozier
S
forms in 18 to 254 days. The aver- age is 66 days. We are often told it is 21 days and that is a myth. I used to love to listen to Paul Harvey’s The Rest of the Story. Here is the rest of the story:
Maxwell Maltz was a plastic sur- geon in the 1950s when he began noticing a strange pattern among his patients. When Dr. Maltz would perform an operation — like a nose job, for example — he found that
it would take the patient about 21
days to get used to seeing their new face. Similarly, when a patient had an arm or a leg amputated, Maltz noticed that the patient would sense a phantom limb for about 21 days before adjusting to the new situation.
These experiences prompted Maltz to think about his own adjustment period to changes and new behaviors, and he noticed that it also took himself about 21 days to form a new habit. Maltz wrote about these experiences and said, “These, and many other commonly observed phenomena tend to show that it requires a minimum of about 21 days for an old mental image to dissolve and a new one to jell.”
In 1960, Maltz published that quote and his other thoughts on behavior change in a book called Psycho-Cybernetics (audiobook). Maltz’s work in uenced nearly every major “self-help” professional from Zig Ziglar to Brian Tracy to Tony Robbins. And as more people recited Maltz’s story — like a very long game of “Telephone” — peo- ple began to forget that he said “a
is for Sustain. In order to sustain anything new it must
become a habit. A habit
FEBRUARY 2017 | TheProDentist.com 19


minimum of about 21 days” and shortened it to, “It takes 21 days to form a new habit.”
Phillippa Lally is a health psy- chology researcher at University College London. In a study pub- lished in the European Journal of Social Psychology, Lally and her research team examined the habits of 96 people over a 12-week period. Each person chose one new habit for the 12 weeks and reported each day on whether or not they did the behavior and how automatic the behavior felt. At the end of the 12 weeks, the researchers analyzed the data to determine how long it took each person to go from start- ing a new behavior to automatically.
On average, it takes more than
2 months before a new behavior becomes automatic — 66 days to be exact. And how long it takes a new habit to form can vary widely depending on the behavior, the person, and the circumstances. In Lally’s study, it took anywhere from 18 days to 254 days for people to form a new habit. In other words,
if you want to set your expectations appropriately, the truth is that it will probably take you anywhere from two months to eight months to build a new behavior into your life — not 21 days.
Interestingly, the researchers also found that “missing one opportunity to perform the behav- ior did not materially a ect the habit formation process.” In other words, it doesn’t matter if you mess up every now and then. Building better habits is not an all-or-nothing process. However the more precise and consistent you are the quicker the new behavior becomes a habit.
If we want to sustain the new behavior it will be necessary to commit to the new behavior for up to 8 months or until it becomes a habit and we can do it on auto-pilot. Once it is a habit we are no longer at the mercy of our emotions when making the decision of whether to do it or not. We don’t even think about it, we just do it!
I have found a way to reduce temptation that gets in the way of my success. I have developed an agreement method to be consis- tent. I make an agreement with myself when I will do the new behavior before the time comes for me to make the decision.
For example: I have made an agreement with myself that I will not eat dessert when I am on the road traveling for work. When a host tries to entice me to eat their favorite dessert at their favorite restaurant I politely respond; “No thank you, I don’t eat dessert when I am on the road traveling for work.” This takes away having to make the decision and the tempta- tion. Regardless of how awesome the dessert may actually be and my emotions at the time I can resist.
I also know my strong WHY that rates a 10 in my book. I want to continue to be healthy and t into my size 6 clothing!
Another agreement I have is that no matter how late I get in or how early I have to get up I always do a minimum of 15 minutes of sit-ups, stretches and Pilates exercises in the morning. I don’t have to take even a moment to decide if I will do it. I just do it. My WHY, I will feel better and have more strength and endurance throughout the day. I
also realize that 15 more minutes of sleep will not be as bene cial as 15 minutes of sit-ups, stretches and Pilates exercises. The awesome part is the more consistent we are and the more we keep our agree- ments the easier it becomes. I have found for myself that 66 days is the magical time frame for a new habit to engrain!
"Create habits to fit who you want to be!" ~ Judy Kay Mausolf
E
change. Therefore, it is necessary to take time during the year to re- ect with self-diagnosis to evaluate our current results. Where are
we in our growth process? What
is working? What has changed? What area would we bene t most if we pinpointed our focus? Some- times what we thought would work doesn’t. That’s okay. Maybe, it’s time to try a new approach or a new path. There is more than one way to...! I’ll let you nish it. Look at all the brilliant people that failed many times before succeeding. Success is about perseverance
not perfection. Edison failed 1000 times before inventing the light bulb! I sure am glad he didn’t stop evaluating!
"Only those who dare to fail greatly can achieve greatly."
~ Robert F. Kennedy
I challenge you to implement the 4 step R.I.S.E. Process to help you R.I.S.E. to even greater success in 2017! Sky’s the limit!
20
JUDY KAY MAUSOLF, OWNER & PRESIDENT OF PRACTICE SOLUTIONS, INC.
Judy Kay Mausolf is a dental practice management coach, speaker and author with expertise in helping others get happier and more successful! She coaches teams how to grow their practices by becoming better leaders, working together better and delivering service with more passion and fun. She provides teams with what they need to know on how to communicate positively, effectively and have a better attitude on a daily basis. She teaches teams how to get the re-engaged and accountable by building a culture based on happiness, trust and respect.
She is Past President of National Speakers Association (Minnesota Chapter), Director of Sponsoring Partners for the Speaking Consulting Network, and a member of the National Speakers Association and Academy of Dental Management Consultants. She is author of two books; “Ta-Dah! And “Rise & Shine!”, and a contributing author for many dental magazines. She also publishes a monthly newsletter entitled “Show Your Shine”.
Judy Kay lives in MN with her awesome husband Steve who makes her special coffee every morning and Zoe...it’s all about me, 7 pound Yorkie!
is for Evaluate. Our life, the people in our life and our
circumstances continue to


Honoring Dr. Carl E. Misch
By JoAn Majors
They came from around the globe and across the country; Canada, France, Germany, Italy, Alabama, California, Colorado, Florida, Indiana, Michigan, Minnesota, North Carolina, South Carolina, Ohio, and Texas to pay their respects and say goodbye to Dr. Carl E. Misch.
Dr. Misch wasn’t only a pioneer and inventor in implant dentistry known worldwide; he was our friend, mentor and certainly impacted both my husband, Dr. Chuck Majors and me more than most anyone in dentistry today. Dentistry lost a legend and the legacy he leaves
behind impacts thousands of dental practices and a multitude of patients’ lives around the globe. I consider this a unique privilege to write this tribute to an amazing teacher, Professor Carl Misch. You don’t have to agree with what he said, but you do have to respect
what he has done for implant dentistry. This tribute however, won’t be like most you’ll read. It’s about the person attached to the legacy. Many will re ect on his dental accomplishments. You’ll hear and read about famous patients, celebrities, how 40% of his patients


The Most Progressive Implantologist of Our Time
ew to him for care, including a Pope, a king and a princess. Most will be true. However, this is about the human side of an icon.
If you were one of the students who had an opportunity to attend any of the multiple program curric- ulums through the Misch Interna- tional Implant Institute, you won't be surprised that respect, loyalty and generosity were words to de- scribe him by the many who came to eulogize him. I witnessed these qualities in him many times while at his programs. I am reminded of one instance some 12 years ago when an attendee (inadvertently I’m sure) picked up a surgical hand piece from the Salvin Dental display. I can still hear Dr. Misch after a break as he would gather the troops with his loud booming voice; “Andale! Andia- mo..." No one really knew what was coming. Immediately after enter- ing, Dr. Misch instructed a faculty member to turn on the lights. Once on, what he said went something like this; “Someone took a surgical hand piece from the Salvin table. I’m going to give you a chance to make it right. We are going to turn o the lights, take another break, and when we come back, I want that hand piece on the podium. If it’s not this seminar is over.” Enough said. I witnessed his respect and loyalty to those who surrounded and support- ed him on many occasions.
Heidi Cartagena (aka administra- tor, right hand, con dant) has been beside Dr. Misch for many years. She has been the telephone voice of the institute, a loyal member of his group and his children would say a member of the family. She of- ten had to contend with attendees
who liked to play the doctor card or suggest that “Carl” said something other than what she might be shar- ing. One thing it didn’t take long to learn was that Heidi was not an employee or team member; Heidi was his colleague. You would see this again in his loyalty to Dr. Ran- dy Resnik. Dr. Resnik had been part of the institute for many years. He was head of faculty and fortunate- ly began to transition to his suc- cessor long before Dr. Misch was diagnosed with cancer. You see, respect and loyalty were bedrock to him. In return, he was ardently loyal to those close to him. They of- ten spoke of the “inner circle” and clearly it was a small circle.
I couldn’t write this had it not been for a late night phone call to my ho- tel room from my husband, asking me to come down to the bar and meet Dr. Misch almost 22 years ago. The setting really wasn't my cup of tea, however, having rst taken a course from Dr. Misch at his Dear- born, MI o ce alongside greats like Dr. Mike Pikos, Chuck Majors was (and always will be) a fan. As you can guess, I agreed, joined them and learned more about doing what you are passionate and convicted about, on and o the podium, from Carl Misch than any other human being in my adult life. Living and breathing your content. I was for- tunate to be part of and eventually lead the two day team training at the Misch Institute. When I wrote my rst book for dental implant teams to understand their role in creating value for comprehensive care, Dr. Misch agreed to write the preface and to my knowledge has done this for only a select few. I’m so blessed
to have had a husband who insist- ed that I come down that night to meet Carl. Chuck too, feels blessed that he was able to spend some time with him in August, thank Carl and tell him what he meant to him. Dr. Misch wrote a very special note for Chuck that day, which said simply, “I love you Chuck”.
The priest at his funeral said; “It is good and Godly to share your gifts. Carl Misch shared his with the world.” It is easy to see that he shared his gift of brilliance with all his chil- dren. At the service, the piano music was being played with such passion, you had to lean forward to see this pianist. It was Jonathan Misch (re- cently accepted to dental school), the music, Pachelbel’s Canon in D, but a version Jon had written similar to George Winston’s. If that’s not proof, it was when his daughter, Paula, de- livered a most moving version of Ave Maria. If you spent any time with his children, all incredibly talented and accomplished, it would be evident to you that his gifts and talents live on his children. Beautiful, passion- ate, lovely human beings who sim- ply called him Dad - quite possibly, the greatest name he ever earned. The last three years after Dr. Misch was diagnosed with cancer, he spent more time sharing with his children what many of us in his audiences had heard prior. He shared how proud he was of them and created with them, moments that mattered more than ever. They are evidence of his life. We are evidence of his life's work. We have all been blessed by his laughter, learning and legacy. He will be missed but will live on in the hands and minds of dentists, teams, patients and family worldwide.
IN MEMORIAM DR. MISCH 1947~2017


Special thanks must be given to Paula, Carl (M5), Lara, Jonathan, David and Angela, the children of Dr. Carl Misch, for events and times in your lives that your dad might have missed to impact minds and hearts in dentistry; sometimes a world away.
He certainly impacted mine.
JoAn Majors
“What we do for ourselves dies with us.
What we do for others and the world remains and is immortal.” Albert Pike
Dr. Carl E. Misch was a world class educator in dental implantology/ implant dentistry. He shared his knowledge with thousands inter- nationally; and indeed his encyclo- pedic mind preceded the age of os- seointegration and proceeded with expertise in the multiple facets of our profession.
We have been blessed with Dr. Misch's having imparted so much to so many. Underlying all, Carl was a person who had compassion for others and a magnanimous soul.
Morton L. Perel, DDS, MScD Editor-in-Chief
IMPLANT DENTISTRY
I am just a student of Carl's, honored to be here with my implant family and with his family. I have had two true mentors in
my life. My father, Maurice, who retired this year after 60 years
of practice at 83. The other was Carl. A mentor is a respected and trusted counselor. I can't be guided unless I trust them; I trusted Carl.
Michael Tischeler, DDS DENTISTRY TODAY, Implant Editor
In the early years of Carl's career, in the 70's and early 80's, the attitude of the profession ranged from being critical to being hos- tile to him and his concepts, but
he kept at it, taking time away from his family and his practice, traveling on his own dollar. It was his meticulous documentation from the research, along with his passion, commitment and sacri ce that brought the research out of the pages of the journals and made the profession understand. He got the blind to want to see, the deaf to want to listen, the skeptics to nal- ly believe. By changing the profes- sion, he changed the world.
Mark K. Setter, DDS, MS


IN MEMORIAM DR. MISCH 1947~2017
Dr. Carl Misch 1947~2017
A tribute to one of implant dentistry's most progressive dentists.


In the 1970s, Carl was a student of mine, my best student. Then, although he already had the “million dollar” practice, he decided to pursue, with
a passion, graduate studies at the University of Pittsburgh, School of Dental Medicine. He also sought out early clinicians in the eld like Lenny Linkow, Bob James, Jack Hahn, Mike Pikos, Gerard Scortecci and Hilt Tatum, just to name a few, to learn practical techniques. In addition he studied with national scientists like Martha Bidez and Jack Lemons. He applied all of this scienti c, academic and practical knowledge in
his practice and teachings. As a result, I then tried to become his best student.
Over the years Carl was my young brother, one of my best friends, a godfather to my son Kenneth, a valued co-Chairman of ICOI and without a doubt a guiding light for the profession, as far as oral implantology/ implant dentistry was concerned. Time and time again he told me quite forcibly that his lifelong goal was to improve his colleagues’ scienti c knowledge and the clinical skills needed to improve patients’ lives around the world.
I had the honor to write prefaces to his textbooks. All of his texts became “best sellers” in dentistry, something that was unprecedented in the world of dental publishing. Translations followed in 10 languages or more. What was responsible for such accomplishments? The answer is simple. Carl was brilliant and had tremendous energy to study. He gave thousands of lectures, taught at multiple institutions, wrote hundreds of articles and groundbreaking texts, founded teaching centers, i.e. Misch Implant Institute. He was a driving force behind the creation of the implant company, BioHorizons, Inc. All of this allowed him to touch the lives of his colleagues around the world to make them better.
He had an engaging personality. Yet he was deadly serious when he taught.
In the past few years he had dedicated more time to his family, particularly to his children, Paula, Carl, Lara, David, Jonathan and Angela. He shared with me how grateful he was to have had this time.
I will never see such an overwhelming commitment from such an energetic clinician, teacher and friend ever again. His absence from our eld is profound.
Truly, may he rest in peace.
Kenneth W.M. Judy
Carl Misch was a true pioneer
that stimulated a renaissance in implantology that will continue
to touch everyone he met. Along with his gifts as a highly skilled clinician, he had an uncanny ability to engage and teach fellow dentists what he had learned along the way. He unsel shly gave others the gift of his knowledge, as his true belief was to always “share what you have learned”. He lived and taught what he believed, teaching right
up to the end of his life. Not only did he continue teaching us about implantology, but he was imparting further wisdom upon everyone he met. When faced with the prognosis of an incurable glioblastoma, Carl had a choice. He would either succumb to the timeline that was laid out to him (less than one year), or he could defy the odds and continue to pursue his passion. Dr. Misch gave us 3 more years of his brilliance, imparting his knowledge to one audience after another,
even when he could no longer stand. His re for sharing his love of our profession pushed him on and gave him the energy continue, even under the most complicated of circumstances. Carl Misch was, in the truest sense of the words, a pioneer, teacher, clinician, friend, and colleague that will be missed by all.
Dr. Randy Resnik


Thanks for the
IN MEMORIAM DR. MISCH 1947~2017


memories
Dr. Misch
Your legacy lives on in the lives you touched.
Memorial donations can be made to the Misch Legacy Endowment at http://www.icd.org/misch-legacy- endowment/
As a token of our appreciation,
The Progressive Dentist will donate a portion of all new subscriptions received in February to the fund.


It seems like every 25 years or so a star is born in every eld known to man. And in 1947 the world was blessed with an infant who would become such a luminary in the eld of dental implantolo- gy. Carl Erwin Misch was destined to change the world and leave it a better place.
Today we celebrate the life of an incredibly tal- ented, generous, and compassionate scholar, clini- cian and educator---a true giant in his profession and a tremendous personal friend and colleague.
An icon upon whose shoulders we are all perched thanks to his unconditional commitment to raise the bar in implantology.
A man who was sel ess in sharing his knowl- edge base with us.
A man whose music we will all continue to play each and every day of our practicing career long after his passing.
Looking back on Carl’s life, I keep coming back to one central thought. Never have I met a man who more faithfully lived his core values. He was a teacher of all things and he taught by example. He truly walked the talk and his teachings were endless.
Allow me to share one of my many “lessons learned” from him. Carl and my father had the same birthday – November 17 – Carl 1947, my father 1921. So for many years I would faithfully send Carl a birthday card and let him know how my dad was doing.
As fate would have it, my father was diagnosed with lymphoma on the same day that Carl re- ceived his terminal diagnosis. My father, a World War II vet, just like Carl’s dad, passed 6 weeks later at age 92. As we know, Carl battled for the next 3 years before leaving us.
There I was in church for my father’s funeral. It
was a full house, and after the 2 hour service, the last people were paying their respects prior to us going
to the cemetery. As I looked up, there was Carl. As it turned out, Alvaro Ordonez, a mutual friend, had told Carl that he was on his way to drive from Miami to Tarpon Springs, a 5 hour drive, for the service. Carl immediately cut his lab work short to join him. When I asked Carl “What are you doing here?” He responded “I would not miss this for the world. I have always felt so connected to your Dad.” And with that he slowly walked out of the church and back to the car where Alvaro drove him back to Miami that same day.
The lesson I learned here was how much compas- sion Carl Misch had in addition to his multiple talents and skill sets as an educator.
I will always be grateful to God for putting this man into my life, as he impacted my career and personal life like no other.
They say you carve your name on hearts and minds, not tombstones. A legacy is etched into the minds of others and the stories they share about you. Carl’s memory lives on in the hearts of the thousands of peo- ple, both family and friends, whose lives he touched, and in the hearts of the thousands of patients that he indirectly impacted.
I will close with one of my favorite bible verses. Let us not forget what our Lord has promised.
John 14:1-4. “Let not your hearts be troubled. Be- lieve in God but also in me. In my Father’s house are many rooms. If it were not so, would I have told you that I go to prepare a place for you? And if I go and prepare a place for you, I will come again and will take you myself that where I am you may be also. And you know the way to where I am going.”
Thank you Carl, for all you have done for our profes- sion and for us all. I pray for your soul. Rest in Peace my dear friend. Memory Eternal. Me Agape.
Michael A. Pikos
IN MEMORIAM DR. MISCH 1947~2017


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C
The Art ofSU Building a thriving, sustainable dental practice
30
Improving the culture, team performance and value of your practice while remaining focused on your patient’s clinical needs.
BY J. WESTON LUNSFORD
FINANCIAL


C
CESS
The challenges of running a busi- excellence and without sacri cing much better chance in successfully
ness are something every suc- cessful business owner regularly faces. The business of dentistry is no di erent, except most dentists, unlike other business owners and CEOs, normally don’t receive any formal training in the management or accounting components of their dental practice. Even if some kind of training has been obtained, nding time to manage a business can seem almost impossible, as in most cases, the proprietor-dentist is also the primary producer in the practice, leaving them little time
to attend to the measurement and management of each team mem- ber’s responsibilities.
However, with the right systems and management tools in place, the proprietor-dentist will not only improve the team performance, culture and value of their practice, they also begin seeing an increased amount of free-time and improve- ment in their overall quality of life.
In order for your practice to thrive, the following key questions should be considered:
• What does the dentist and the o ce manager need to know and do in order to maintain or grow
a successful practice in our new and demanding dental economy?
• How can the proprietor-dentist, who is also, in most cases, the primary producer, nd time to oversee the practice performance while maintaining clinical
his/her production time?
Recent advancements in technolo- gy have allowed dentists to speed up treatment timelines, either through more accurate diagnosing or by providing same-day treatment for more complicated cases. These technologies have given dentists the bene t of more time - used either to generate more production or spending that time improving quality of life outside their practice. Just as the acceleration of techno- logical advancements has improved the clinical aspects of dentistry, the impact of the business technology now available to dentists is helping them also measurably improve their practice and team perfor- mance.
In many practices today, if an o ce manager or dentist wants to know where the practice is per- forming in relationship to where their practice should or could be performing, it would take hours of report consolidation, more time reviewing those reports, and nally, the necessity of expert advice to understand which areas of their practice need attention in order to experience improved results. This process, still employed by many practices, can be so painful, expen- sive and time-consuming that many practice owners simply avoid the task and hope for the best. In con- trast, the dentist who knows where their practice is in relationship to where they want to it to be has a
getting there than those who don’t know either their status or destina- tion.
For decades, large corpora-
tions have understood the value
of business intelligence, sparing
no expense on IT professionals
to gather and store this data and then employing additional teams of analysts who identify what the data is saying about their business and what they need to do to improve performance.
Now, with the advancements in cloud-based data insights, you can have access to true Practice Intel- ligence, - anywhere, anytime - in a visual, easy-to-understand format, and at a fraction of what it used to cost business owners to access this data. Not only does this technology allow you to see in real time the greatest areas of opportunity within your practice, but it helps you create a healthy data-driven culture in the practice, getting everyone
on your team working towards the same goals. Translation? Easier management, faster business deci- sions, more free time and increased pro ts for you and your dental team.
THE FIRST STEP TOWARD MASTERING THE ART OF SUCCESS
Without an excessive amount of work or cost, implementing a sys- tem where everyone on the team can see both their personal perfor-
FEBRUARY 2017 | TheProDentist.com 31


mance and the overall performance of the practice, on a daily basis,
is the rst step to immediately improving the culture, team per- formance and value of your dental practice.
Just recently a dentist called our company, stating that he wanted
to sell his practice and wondered
if we could help him in a valuation and to nd a buyer. We asked him why he wanted to sell, since he was a relatively young dentist under
the age of 35. In our conversation we learned that this dentist was working far too many hours, not making the type of money he felt many of his peers were making, and stressing over the management of his practice. He was struggling. We asked him if he enjoyed dentist- ry and he responded very quickly with a “yes,” but that he didn’t enjoy the business of dentistry. Sound familiar?
Not being an organization that helps in practice transitions, we asked this dentist if we could con- nect our performance dashboard with his practice management software so that he could quickly identify where his strengths and
weaknesses were. We explained that this process is as easy as ip- ping on a light switch to allow him to see things previously impossible to see. Within minutes he was laughing at how fast both he and our analyst were able to pinpoint a few easy-to-resolve issues. Within four months, this dentist was able to generate and take home more pro t than he’d been able to during the prior eight years of practicing dentistry. Today he’s able to spend one more day a week at home with his family and earning more money than he’d ever thought possible. For us, the most rewarding bene t was this doctor’s new con dence in himself as a dentist, which ulti- mately improved many aspects of his professional and personal life.
Similar results have been achieved by hundreds of dentists who decided to put a system in place that would easily allow them to measure, discuss and discover performance opportunities with their teams. By utilizing an e ec- tive Practice Intelligence platform, you’ll have a quick, reliable way
to identify areas of opportunity, collaborate together as a team,
and implement solutions that are automatically tracked - providing you with real-time insights into the changes you need to make. These could be changes to how you are presenting needed treatment to patients, your accounts receivable policies, rescheduling existing patients for hygiene, marketing strategies to attract new patients or even how you handle appointment con rmations in an attempt to reduce cancellations and no-shows. Wherever the performance dash- board identi es areas of opportu- nity, you can be con dent that once you and your team focus on that area - your performance in that area will improve.
Dental practices that implement sustainable systems, visible to the entire team, and that measure and monitor the team’s day-to-day per- formance will have huge advantag- es as compared to those practices who don’t adopt such a system. These practices will enjoy better team performance, more nancial success, and most importantly, will provide better care to their patients.
32
J. WESTON LUNSFORD
As CEO of Dental Intel, Weston oversees the strategic direction of the company in offering Practice Intelligence tools to thousands of U.S.-based dental practices. He also manages Dental Intel’s revenue growth and future expansion plans, and most importantly, dedicates a large part of his time and energy to being personally involved with the company's clients, dentists and dental practices as they use the power of data to improve patient care, build practice culture, and enhance the provider’s quality of life.
Weston also served for over 10 years as a co-founder of and principal partner with Lunsford Peck Certified Public Accountants in Provo, Utah, providing services for nearly 2,000 medical and dental professionals.
Dental Intel, Inc. is a cloud-based Practice Intelligence software company in Provo, Utah, that provides dentists, dental practice owners and dental practice team members, dental coaches and consultants with an easy platform to discover, understand and act upon meaningful information. Dental Intel’s technology connects directly with practice data sources, including Practice Management Software and Financial Software, to bring measurable, real-time performance metrics to every member of the practice team.


REIMBURSITY
You're a progressive dentist, but did you know currently, only 10% of dentists are billing medical insurance for their dental procedures?
 Close more cases  No more discounting
 Referral network retention  Get paid for the work you do
Medical billing experts for your dental practice
BILLABLE PROCEDURES:
 Exams/Consultations  CBCT / Panos
 Sleep/ TMD Appliances  Bone & Tissue Grafts  Prosthesis
 Botox
 Oral Cancer screening  Sedation/Anesthesia  Extractions
 Implants
 Emergency/Trauma
REIMBURSITY is your solution to the daunting task of medical billing for your dental practice
Contact us at [email protected]
(888) 400-1577
www.Reimbursity.net
Let us help you start getting the reimbursements you deserve!


Revealing answers
to your questions about medical billing in your dental practice
Medical billing and reimbursement for dental services and procedures can be confusing in many instances. From the looks of things, it’s only going to get worse.
The good news is that there are reputable resources available to help dental practices like yours to understand the guidelines and billing process more clearly.
When you can leverage medical bene ts, more patients are able to enthusiastically accept treatment.
As practice models and insurance guidelines and bene ts evolve, medical billing
will steadily become more of a necessity. We researched a number of medical billing solutions, and unfortunately, many fell far short of our expectations with regard to team education, real time support and billing and coding experts who knew their way around a dental practice. Then, we found Reimbursity and spoke with one of the company’s owners, Cathryn Bonar. Here, she answers some of your most common questions.
34
FINANCIAL


QWhat are the 3 top challenges when billing medical insurance for dental procedures?
A
hypertension, medications, cancer, chemotherapy, radiation, xerostomia. 90% of the patients walking into any dental practice across the United States have medical necessity. It must be documented and submitted for reimbursement.
The biggest challenge is
making sure the medical necessity is properly assessed, documented and submitted to the payer. This can be challenging without trained and certi ed billers and medical clinicians to write
the supportive documentation. Another challenge is helping the patient understand that medical is the extra wallet on the table. The treatment coordinator needs to be trained on how medical insurance can bene t the patient and also help the dentist collect his/her
full fee. Reimbursity will not only bill for the dental practice, but
will enhance, enrich and educate the dental team through monthly webinars and continuing education. Lastly, it's important to understand that if a dental team isn't open to doing things a bit di erently, it
will be di cult to make medical billing work. It is a team e ort. Billing medical insurance can be the di erence in getting $3,000
for a bonegraft from medical or $300 from dental insurance. It is time dentists are paid adequately for the services they are providing. Medical insurance is the extra wallet on the table.
Q
QWhich dental procedures are most successfully billed and paid through medical insurance?
ABonegrafts, implants, extractions, prosthesis, sleep appliances, home sleep tests, exams, CT scans
A
What are my options for medical billing in my o ce?
Q
What quali es my patients
AA dental o ce can attend courses and learn how to medically diagnose and create documentation and then bill medical claims on their own. The dental o ce will need to hire an ICD 10 medical biller and pay them a yearly salary of approximately $60K; or you can outsource to
a company like Reimbursity. Reimbursity is a full-service billing solution that specializes in medical billing. We were founded in a dental o ce and we understand
for billing through their medical insurance policy for their dental procedures?
Medical necessity: periodontal disease, diabetes, jaw pain,
Q
What dental specialists can bill medical?
A
Any dentist that renders the
following procedures in their practice: exams, panos/CT scans, extractions, any type of bone grafting, implants, dentists treating sleep apnea with sleep appliances.
As a dentist am I able to
Q
bill dental and medical insurance for the same procedure?
A
Yes, you can bill medical
and dental at the same time as long you do not keep more
than your UCR. For example: If you bill medical and dental for a $110 exam, and medical pays you $100 and dental pays you $50,
you are required to reimburse the extra $40 you received. Always reimburse the dental insurance and save the patient their dental dollars for other dental procedures that medical will not reimburse for.
What progressive dental teams are saying about Reimbursity:
Our periodontal office, consisting of 5 doctors, is overjoyed we found Reimbur- sity to aid us and most importantly, our patients to receive medical benefits. At a point, one of our doctors had us change services, but after a few months it was realized Reimbursity was perfect for our office. Their excellent customer service skills help our patients get the most from their medical benefits.
Tammy
Insurance Coordinator Altura Periodontists Denver, CO
We have been with them for about 2 years. I have nothing but positive things to say about them. We are a general practice. We benefit from using the medical billing as it puts more money on the table. Sometimes, bonegrafts, implants, ct scans, pano, exams, perio surgery, wisdom teeth, sinus lifts, seda- tion, flippers, and sleep apnea applianc- es are covered. We have increased our profitability in the office. It will also set you apart from other dentists who do not bill medical because your patients can get help with some of their proce- dures. If you have any questions, please do not hesitate to contact me. Would love to tell you my experience.
Lynda Michaels
Treatment Coordinator
Promenade Dentistry, CA FEBRUARY 2017 | TheProDentist.com 35


how to partner with the dentist and dental sta working as aggressive advocates with the medical payers on the doctor’s behalf. Reimbursity will also ensure the dental o ce
is following AMA guidelines and helping them be audit ready.
QWhat percentage of claims submitted will actually get reimbursed?
AThe percentage of claims actually paid depends on two main factors: the patient’s medical policy and the medical payer’s guidelines. A veri cation of bene t and pre-auth is the deciding factor in whether or not procedures will be reimbursed at point of claim. Possible reimbursement begins with a veri cation of bene ts and pre-authorization. The second factor is the payer’s guidelines. Every medical payer has di erent guidelines and rules to follow in order to receive reimbursement for procedures billed out of a dental o ce. Reimbursity has data mined
this information about payers due to the fact we service dental o ces all over the country. Reimbursity is able to provide valuable tips that will allow our clients to maximize their patients' polices and reimbursements.
QWhat factors increase the costs of medical billing for dentists compared to physicians?
inevitable. This is the challenging part for many dental practices. Due to the time involved, it can actually cost a dentist more to bill medical insurance. That's where we come in. We provide the solutions and support that dentists need.
QDental insurance is notoriously known for limitations and caps on dental procedures. How does medical reimbursement di er?
A
In order to bill medical
insurance as a dentist,
medical necessity is required
for reimbursement. The billable procedures out of a dental o ce must be supported with medical necessity; for example, infection
or pain. The way procedures are supported with documentation, letters of medical necessity and correct ICD-10 diagnosis and cross- coded CPT code are critical. This
is tedious and time consuming,
but if the wrong ICD-10 codes are chosen and medical necessity is not legally and properly documented, denials and payment delays are
A
Cathryn is partner owner of Reimbursity Medical Billing Solutions. Her passion to come alongside the dental practice in accessing medical came at a personal cost. While being a caregiver to her husband fighting metastatic stage 4 cancer, at an early age, enduring 4 types of chemo and 6 surgeries. She understands medical necessity and how to fight and recoup monies owed to patients by their medical plans for procedures rendered in the dental practice. She has created a team of aggressive advocates committed to partner with dental practices and their patients across the country to access these policies for maximum reimbursement.
36
Medical insurance will still
have exclusions on certain procedures under di erent policies. Medical does not have yearly
caps like dental policies. Medical policies have yearly deductibles, co-insurance and a maximum out of pocket. Once the deductible and max of out of pocket is paid by
the patient, the medical insurance will cover 100% of the allowable amounts for the procedures billed.
CATHRYN H. BONAR
Incorporating a medical billing specialist in your dental practice may be the di erence in getting a fair reimbursement for the treatment rendered. Attempting to bill medical insurance without proper knowledge, training and cross coding expertise and support can be frustrating and expensive. We have a number of vetted resources, including Reimbursity, which you'll nd in TheProPractice.com.




DIY SOCIAL MEDIA
MARKETING MISTAKES
BY NANCY TAYLOR
Who handles the social media duties in your o ce? If you’re like many practices, the social media assignment may reside with the person in the o ce willing to step up. Often the conversation has gone something like this: Anna is “into Facebook,” so let’s have her do it. While enthusiastic and well-intended, the assigned person takes on these duties in addition to current responsibilities, with little to no knowledge of managing social media for a business or the meaningful activities that advance practice goals online.
MARKETING
With Facebook and other social media platforms o ering a 24/7 connection to your practice, having a professional and engaging pres- ence is essential. We’ve identi ed several big mistakes common to DIY social media, along with some easy xes and solutions.
them, such as sta birthdays and team outings. Unfortunately, while o ce content may be meaningful to sta , it neglects what should be the true focus: patients, potential patients, and what will be useful or amusing to them.
One top practice in a major urban area made thirteen posts
of sta activities in October, and nothing else. While posts of sta participating in various activities may be entertaining to the sta and their friends, they do little
to communicate the strengths of the practice to a wider audience. Photos of sta posing with goofy signs at the recent ADA convention may demonstrate that sta know
how to have fun, but don’t tell us that they are dedicated profession- als committed to advancing their education and skills by attending a professional conference. Another practice recently posted a series of graphic images from a professional course that the dentist attended. While no doubt very interesting to the dentist, such gory images are likely to scare instead of attract patients!
The focus always must be direct- ed outward, to patients and pro- spective patients. Frame every post through the prism of the patient’s view. A reliable rule-of-thumb for every post is to ask, why should my patients care about this?
#1
INTERNALLY FOCUSED
Review even a handful of dental practices that self-manage their so- cial media and you are likely to nd an over-reliance on sta -focused images and posts. Makes sense, right? The sta member posting content is in the o ce and they want to share what is important to
38


#2FEASTORFAMINE
If your practice has self-managed your social media, you may recog- nize the feast/famine phenomenon. Often the employee tasked with “doing” social media may start
out enthusiastically and post on
a regular basis. The initial fun of social media soon is followed by the business reality that social media requires dedicated time and e ort. The regular posts dwindle to twice monthly, then monthly, and then every other month. Perhaps the social media sta member departs the practice, leaving the accounts mute. Not only does your online presence cease to grow, but your existing followers may be less likely to see future communications posted. This is famine.
The opposite of famine is feast. Beyond feast is, well, gluttony. One self-managed general practice post- ed to Facebook a stunning fty-plus times in the month of October, including posting three times in a single day. Aided by generic images from a dental social media com
pany, this practice devoted a full fteen posts to Halloween. Engage- ment on the page is negligible.
Such an aggressive posting schedule not only consumes sta time, attention, and energy, but worse, it can fatigue followers. Fol- lowers may respond by “hiding” a post, unfollowing, or even unliking a page. Just as Facebook rewards positive actions such as Likes and Shares by showing content to more people, negative actions such as a follower “hiding” a post will have negative consequences for the over- all performance of the page.
Ask yourself how often do patients really want to hear from their dentist? Endodontist? Oral Surgeon? Each post is a bid for attention. If only for seconds, you are asking followers to lend you their time. Every post needs to have a purpose and respect the attention of your patients.
#3 STATE-OF-THE-ART PRACTICE, OUTDATED SOCIAL MEDIA
Your o ce is equipped with state-of-the-art equipment and cutting-edge technology. You hire top- ight sta and participate in continuing education to provide excellent patient care. Your social media is equally state-of-the-art... Or is it?
Beyond simply posting to social media, it is necessary to leverage the robust features of the various platforms to generate results. Keeping up with Facebook features and maximizing the potential of the platform can be daunting, especial- ly for a single sta member with other duties. For example, there are a number of actions that can help your practice be discovered that have little to do with making posts. A Facebook “Check In” to your o ce by a patient instantly shares your practice to the patient’s network of friends in their News- feed. Facebook Call to Action but- tons and the Facebook Messenger
FEBRUARY 2017 | TheProDentist.com 39


app are emerging as powerful tools, with great promise to drive action and o er easy communication with local businesses.
IS IT TIME TO OUTSOURCE YOUR SOCIAL MEDIA?
The one constant in social media is change, and the challenge is to stay current and e ective. Tactics that worked a year ago or even six months ago may already be outdated. Platform features or algorithm changes may require a strategy review or even a shifting of resources. Securing additional coaching or fully outsourcing your social media to experts can maximize results while allowing your o ce to focus on dentistry.
In considering a social media management company, understand that there are di erent levels of sophistica- tion, skill, and approach.
To gain an understanding of a company’s capabilities, here are ten questions to ask a prospective provider:
1. How will you formulate a social media strategy for our practice?
2. What time commitment and e ort is required by our practice sta ?
3. Will we have a dedicated account representative? What is the frequency and type of communication we can expect?
4. Do you create original content?
5. Do you create custom, branded content for our practice? Is there an extra charge for custom graphics?
6. What social media platforms or apps do you work with? What do you recommend?
7. What will you do to enhance our local and location marketing presence?
8. What performance metrics do you consider important?
9. Do you provide us with updates or reports on our practice performance?
10. What are your digital advertising capabilities and experience?
As with any vendor, you’ll want to see recent examples of the company’s work and actual accounts that they manage. Make sure that the company has relevant experience working with dental practices, including a practice similar to your own. For example, a company that usually works with businesses such auto mechan- ics may consider “custom content” to be an article link about oral health from a news source half a continent away. Even
a company that works with many general dentists may be unprepared to meet the more speci c needs of a specialist or oral surgery practice.
If there is a desire to maintain digital marketing responsibilities internally, training an employee is an option. This approach, however, is not without cost and risk. At a minimum, there will be
the cost of the sta ’s time and attention. There should also be an investment in training and professional development for the employee. Having the social media re- sponsibilities reside with a single employ- ee also risks the possibility that the skill set and knowledge base can be lost when the employee leaves.
Whether you manage your social media presence in-house or work with
a management company, you should commit to staying current on the most productive strategies and maintaining a presence online that is just as profession- al as your practice o ine.
40
NANCY TAYLOR
Nancy Taylor is a social media and business development strategist with Rita Zamora Connections. Her area of expertise is in social media strategy and trend spotting. Rita Zamora Connections provides highly customized monthly social media management services for dentists and specialists. Their services encourage genuine personal interaction between practices and their potential and existing patients. For more information email [email protected] or visit RitaZamora.com.


She needs care. She wants care.
But she’s going to delay care.
When you introduce the CareCredit healthcare credit card to all patients as a financing solution, more patients will be able to get care. A recent study found:
n 47% of patients who were not aware
of CareCredit said they would have considered financing if it enabled them to get care immediately.*
n 39% of patients surveyed said they would have chosen not to get care if CareCredit had not been available.*
Request your FREE educational audio program Build Your Practice by Building Patient Loyalty By Bernie Stoltz.
Already accept CareCredit?
Call 800-859-9975, option 1, then 6.
Yet to add CareCredit?
Call 800-300-3046.
FREE!
* Path to Purchase Research conducted by Rothstein Tauber Inc., 2014 for CareCredit. PROGD0916DA Copyright 2016 Synchrony Financial. All rights reserved. No reuse without express written consent from Synchrony Financial.
REV 4/7/16
Item # 852-099-00
On this CD
Imagine how rewarding it would be to treat patients who are loyal to you and committed to their oral health – patients who enjoy coming to the practice and enjoy referring friends and family. Bernie Stoltz, CEO of Fortune Management, believes the best way to practice dentistry is to build a practice filled with friends, not just patients.
Educational Audio Series Compliments of CareCredit® Build Your Practice
YOU WILL LEARN HOW TO:
by Building Patient Loyalty
n Create a practice environment people love
n Emotionally connect with patients, every time
n Use power questions to energize and empower your team n Attract new patients in today’s social world
featuring
© 2016 All rights reserved. Duplication prohibited by law.
® carecredit.com
800-300-3046 option 5 (new enrollment) 800-859-9975 (already enrolled)
Bernie Stoltz, CEO of Fortune Management
Bernie Stoltz
CEO of Fortune Management 800-628-1052 [email protected]
A seasoned motivator, public speaker and acclaimed coach with over 30 years of business leadership, Bernie Stoltz is one of the nation’s most recognized and sought-after authorities on practice management. As CEO of Fortune Management, the world’s largest executive coaching organization for doctors, Mr. Stoltz leads more than 70 coaches in over 50 cities throughout the United States and Canada. Mr. Stoltz has conducted thousands of training programs across the country to help thousands of people become their personal and professional best.




Zygoma and tilted-implant concept
LECTURE AND HANDS-ON ZYGOMA IMPLANT PLACEMENT USING MODELS/CADAVERS
APRIL 28 AND 29, 2017 • LEWISVILLE, TEXAS (20 min. from DFW airport)
COURSE OVERVIEW
This course will discuss the zygoma implant concept as an alternative in the treatment of severe maxillary atrophy when bone grafting is not an option. The presentations will cover basic concepts, surgical protocols
and restorative options iwth immediate loading, lab systems and possible complications. The two-day course will be divided with a first day lecture on surgical and restorative protocols and a second day with hands-on model surgery, cadaver surgery and restorative hands-on techniques.
PROGRAM DATE & LOCATION
Date April 28 & 29, 2017 Friday & Saturday
Location Orthofix
3451 Plano Pkwy.
Lewisville, TX 75056 214.937.2357
AGENDA, CEUs & TUITION
Time Registration: Program:
7:30 a.m.-8:00 a.m.
8:00 a.m.-5:00 p.m.
Breakfast, lunch and refreshments will be provided.
Day 1
April 28
Day 2
April 29
Tuition
Lecture
Hands-on saw bone
Cadaver surgery Bone grafting Hands-on lab
$4,500 US
8 CEUs 8 CEUs
Dr. Pedro Franco Dr. Andres Guzman
Nobel Biocare USA, LLC, is an ADA CERP recognized provider. ADA CERP is a service of the American Dental Association to assist dental professionals in identifying quality providers of continuing dental education. ADA CERP does not approve or endorse individual courses or instructors, nor does it imply acceptance of credit hours by boards of dentistry. Nobel Biocare USA, LLC, designates this activity for 8/16 continuing education credits.
Dr. Rodrigo Rios
Dr. Gilbert Triplett
Dr. Rynhard Venter
REGISTER TODAY
Register and Pay Online: www.lascolinassc.com Phone: 972.594.7414 Email: [email protected]
SUGGESTED HOTEL ACCOMMODATION
Marriott Legacy
7121 Bishop Rd., Plano, TX 75024
Phone: 972.473.6444
TRANSPORTATION TO AND FROM THE EVENT VENUE WILL BE PROVIDED
REGISTER TODAY
Limited seating available


It's not
just for computers...
HEALTH & WELLNESS
BY LISA SPRADLEY
We all know the feeling. After typing all of the required information into your browser, you press the enter button. As you watch the hourglass turn over slowly and repeatedly, you begin to get anxious. Why is it taking so long? Remembering the old adage that a watched pot never boils, you get up from your desk and go get a cup of co ee. A few minutes later, you sit back down at the computer. The hour glass is still spinning so
you do the one thing that you know will refresh the browser and allow you to start over. Leaving no chance for second thoughts, you simultaneously push the control, alt, delete buttons. You have just restarted your program.
44


Control, alt, delete. These are the rst three words every computer technician says as they guide us towards solving whatever computer glitch we may be facing. Program not responding? Press control, alt, delete. Internet not moving fast enough? Press control, alt, delete. It is the rst step in the “when all else fails reboot” theory, and it often works. Sim- ply press control, alt, delete and almost instantly you can once again begin the process of completing what needs to be done.
Have you ever thought about what life would be like with control, alt, delete buttons? I have. Unhap- py with the way the morning started? Press control, alt, delete and start it over. Just say something out loud that you did not mean to? Press control, alt, delete and remove those words from your history. While I’m fairly certain these will never be options for us mere mortals, I do believe that we can use control, alt, delete in other ways that will help us refresh or reboot ourselves personally and profes- sionally.
In a recent poll, I was surprised to learn that ap- proximately 43% of us believe that we do not have time for ourselves. Many gave long lists of daily responsibilities or goals as the reasons that they did not have the time to take a break.
We are too busy being busy to take care of ourselves.
What’s worse is that we wear these “busy badges” proudly. We show them o and brag about how busy we are. We are so caught up in our busyness that we fail to realize that by allowing ourselves to take a step back and reassess the situation and refocus our priorities, we may be able to get more done in less time and with better results.
How can we serve others, if we don't rst take care of ourselves? It is said that charity begins at home. Press- ing control, alt, delete on our too busy schedules might be the most charitable thing we can do for ourselves. How, you ask? Let’s start with control.
IT’S OK TO LOSE CONTROL
Everyone wants to be in control. It is the ultimate per- sonal victory. We tell ourselves that when we are in con- trol of our lives, we are successful. Success is import- ant. Finding a job, owning a home, buying a car these are all signs of success in our world. We are taught to believe that acquiring these things demonstrates con- trol. This is not always true. In fact, it is almost never true. Control cannot stop time from passing, it will not keep adversity from your doorstep, and it does not guar- antee a happy life. Control is a false security that draws power from its owner, you.
The best way to get rid of the need for control is to release it, similar to pressing control, alt, delete. Do
not worry about things that you have no control over. You cannot stop time, change the past, or predict the future. You can prepare for the future and most cer- tainly should. Be certain, however, that what you are preparing for is what will bring you and your business the most success and personal satisfaction. Make plans, have goals, and take action. Determine what is essential to make your plan a reality, and let go of unnecessary distractions.
All we control are our actions. Accept and embrace this fact, and release the need to have control over everything else. Let go, and lose control.
ALWAYS HAVE AN ALTERNATE PLAN
Do you have an alternate plan? Even if we don’t know all the details, most of us will tell you that we have a plan B. Sometimes simply saying that we have one, is the alternate plan. What is your plan B? An alternate plan does not foreshadow failure. On the contrary, it keeps you moving forward should failure happen. And what’s so bad about failure anyway? How can we learn from our mistakes, if we are never allowed to make any?
Some of the best products ever made were the result of a good idea gone wrong. Spenser Silver was trying
FEBRUARY 2017 | TheProDentist.com 45


Time is running out
if you are looking for financing to purchase your practice...
Don’t miss the obvious choice.
Acquire a practice with confidence
• Up to 100% nancing for practice purchases
• Fixed payment and low rate
• Terms up to 15 years
• Up front rate information through loan maturity
• Very attractive xed rate after the rst three years
Ask your Bank of America Practice Solutions business specialist for details.
Call 740-391-2091 for more information and to lock in this promotional rate.
JUSTIN M. SCHAFER
VP; Regional Sales Manager Practice Solutions Division
740-391-2091 - cell [email protected]
1 All programs subject to credit approval and loan amounts are subject to creditworthiness. Some restrictions may apply. The term, amount, interest rate and repayment schedule for your loan, and any product features, including interest rate locks, may vary depending on your creditworthiness and on the type, amount and collateral for your loan. Bank of America may prohibit use of an account to pay off or pay down another Bank of America account.
2 Promotional rate available only with a prepayment fee. One of three prepayment fees will be required, depending on the option you choose. Loans with interest only periods are not eligible for the promotional offer.
Bank of America is a registered trademark of Bank of America Corporation. Bank of America Practice Solutions is a division of Bank of America, N.A.
©2016 Bank of America Corporation. ARN7HHG7 | 09-2016 | SHEET-09-16-0061.C
LIMITED-TIME OFFER
Claim your %
1.89 interest rate1
Take advantage of this special rate for the rst three years when you select one of three eligible loan o er options.2
New Applicants Only.


[Protect Your Practice]
It takes vigilance to keep your practice safe. Minimize your risk of lawsuits, violations, and nes with help from compliance experts. We’ll help you implement processes and procedures that protect your practice, patients, and team.
• Employment Compliance
• OSHA and HIPAA Compliance • Lease Review
For more information visit www.HenryScheinBusinessSolutions.com/Wellness or call 800.372.4346 Prompt #6


to make a stronger adhesive while working for 3M. What he actually developed was an adhesive that was far less strong then what was already in existence. A few years later that adhesive would be used on a little product that most of us use every day. You may even be using one to mark this page. That’s right - Post It Notes®.
ALLOW YOURSELF TO BE FLEXIBLE.
Being willing to explore new ideas, open to change, and take the time to appreciate what you have right now. In time everything can and will change. How you adjust to those changes speaks largely to who you are. Work hard to achieve your goals, and take the time to play just as hard and enjoy your- self. Talk to a friend, spend time
in a good book, daydream, volun- teer, exercise, go to the beach, or do whatever it is that brings you peace. Let your alternate plan be a conscious decision to take time for
LISA SPRADLEY
you. Go somewhere that refocus-
es your mind and recharges your spirit. Make an alternate plan today, and be ready to use it as needed.
JUST DELETE IT ALREADY!
Daily routines give us a feeling of accomplishment. Complete every- thing on the to do list, and it was a good day. However, how much of what is on your list could be better done by someone else? Which daily duties are only there because of your need to be included or
in control? These are tough yet necessary questions. Answer them honestly, and you can begin to cut out nonessential daily tasks that may keep you busy but are not very productive.
Delegate tasks that get in the way of your productivity. Let others help with the daily to do’s, and start saying “No, thank you” to requests that don’t make the best use of your time. Begin focusing on what is essential to you.
As you welcome the new year,
think about what needs to be elim- inated from your life. Do you really want to be so busy that you do not have time to watch the sunset, talk to a friend, or even just catch your breath? What do you want to do more of? What does success look like to you? Focus on these things and delete anything that gets in the way of making them happen.
SCHEDULE YOURSELF AS A PRIORITY.
As a leader, demonstrate by your actions that the best way to help others is to take care of yourself. Give up the need to control ev- erything, allow and plan for al- ternations in your day, and delete anything that is nonessential.
GIVE YOURSELF THE GIFT OF TAKING A BREAK
AT LEAST ONCE A DAY IN 2017
Enjoy some quiet time, elevate your heart rate, and/or talk to a friend. Control, alt, delete as needed and refresh your personal progress.
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Lisa Marie Spradley runs TCB Consulting as the Front Desk Lady. She enjoys speaking with “owners,” who want to start and build an exceptional business. As a coach, she finds it very rewarding to work with people and teams that want to develop the skills for meaningful conversations, the key to lasting success. In fact, she was named the 2014 Office Manager of the Year with the American Association of Dental Office Management. Lisa uses her 20 years of experience in the industry to help teams communicate clearly with their patients and deliver exceptional care. As a result of her work, she has spoken to dental study groups across America and has had the opportunity to work with some amazing dental teams. On a personal note, she enjoys all of the travel and the opportunity to experience life in many new places.