Chiropractors offer complementary and alternative medicine in the health care industry. They use a different approach to healing using diagnosis, treatment and prevention of disorders of the neuro-skeletal system. Chiropractors are concerned about the disorders of the spine that affect others. They use manual therapy that consists of joint adjustment and manipulation with the focus on joints. There are chiropractors in over 100 countries all over the world; however they are more prevalent in North America, parts of Europe and Australia. People seek these services for low back pain. They adjust the spine and this is called a spinal adjustment. This is the most common practice in the field. They use thrusts at high velocity that has to adjust the spinal column. Spinal manipulative therapy consists of massage, mobilizing, adjusting, stimulate, apply traction to correct issues related to the spine and tissue.

One third of patients of licensed Canadian Chiropractors in a recent survey said that patients were treated with many techniques to help them cope with lower back pack. Full spinal manipulations, exercise, daily living activities, changing unhealthy behaviors, nutrition, relaxation, ice and screening for disease prevention early. There are many diseases of the spine that can begin as early as birth and chiropractors caution people to have a screening. A screening could save years of pain issues. Chronic back pain usually has several diagnoses on a patient at once. These include lumbago, degenerative disc disease, scoliosis, spondylitis, cervical degeneration and arthritis. This is a very painful disease and surgery is an option. Many doctors discourage surgery unless it’s a neurological issue of the spine that prevents one from walking.

Practice guidelines have been established by the professional community that specify which treatments are legitimate so they are covered by insurance companies. There have been some critical reviews about chiropractic services a 2010 survey stated that manual therapies were used commonly as treatment for neck, low back and joint pain. A 2011 systematic review of the survey failed to show effectiveness for any condition. Most research is focused on spinal manipulation rather than on manipulation. There is no way to measure it’s effectiveness on people. There is no way to conduct a placebo trail.

The care in general is safe when used appropriately. Manipulation is regarded as safe but as with anything, complications can arise. Chiropractic care has been known to have adverse reactions and risks. Chiropractors like any other primary care providers sometimes use X-rays, CT scans and that rely on radiation.

Chiropractors have been referred as medical quacks for medical doctors for many years. In the last few years they have been recognized as an alternative way to treat spinal and joint issues. Medical doctors now approve of them but each state has different guidelines and the problem now is physical therapists. Physical Therapy (PT) is now butting heads with chiropractic treatment. PT is determining what treatment defines chiropractic and what treatment defines physical therapy. Research all the information before deciding on choosing chiropractic treatment.

Now, if you want to read his testimonial it says, “I really love Dr. Griffin’s ideas and concepts. They have helped me organize my practice to a high level of efficiency that I could have never done alone.  The first day we implemented his system, we saw an immediate great improvement in our effectiveness. Thanks Dr. Griffin. I am now excited about dentistry again and cannot wait to see what tomorrow might bring.”  Now, this guy has a great story because he was on the brink of disaster a couple of times, and he has really bumped his practice up to the next level.  He just bought a space next to his old, crunched-in workspace.  Now, he’s got this beautiful standalone building.  He’s got a great story. I hope get to hear this.

I hope you come, and I hope you get to hear his story there.  Here it is.  So, just go.  If you want to be a part of this, go to chrisgriffindds.com, order the practice productivity package, and if you have further questions, you can get a hold of me at chrisgriffin@thecapacityacademy.com or you can call 662-837-8143. Okay?

Alright.  So, Lorne, are you still around, man?  Do you want to do some Q & A?

Dr. Lavine:

I certainly do.  The presentation almost makes me want to go back to full time practice and emphasis on the almost, but this is just great content. I can’t believe you were able to squeeze that much into about an hour.  So, I just want also thank you for being so generous with the offer that you and I discussed.  Maybe putting together a couple of the systems or pooling them together or 50% off, but you really went well above and beyond the call of duty.  So, thank you very much for that. I think it’s truly a generous offer.

Dr. Griffin:

Well, hey.  Thank you for letting me be a part of your group, man.  I’ve really watched you afar for many years and I’ve respected you.  I really appreciate you inviting me in.

Dr. Lavine:

Thank you.  So, one of the things that I notice whenever I do a webinar is there’s two criteria that I use to figure out if the webinar was a success.  Number one is do we have a lot of questions, and we have no questions, which means that everyone was probably listening intently and taking a lot of notes down.  I would certainly encourage it.  We have another space in the call for about another 15 to 20 minutes.  So, if you have any questions that he’s talked about or maybe just practice management, in general, or anything that you want to pick his brain about, we’ve got him on the line now. Please feel free to ask your questions.

Secondarily, I look at the number of people that are on the call.  I actually looked at this before we started.  Normally, if I get 10%, 15% drop off during the webinar, I consider that to be successful.  We have 100 more people on the call now than we had at the beginning of the hour.  So, obviously a number of people have come on the call and have stayed on.

So, we have a couple of questions coming in now.  So, what are practice management software are you using, and is there a specific reason why you’re using it as far as efficiency systems in your practice?

Dr. Griffin:

No.  Well, look, I’ve used Dentrix since my inception in 1999.  So, of course, Dentrix has some cool things.  I think one of the coolest things I’ve seen lately is the bridge that they’ve got with this new marketing software that you can use called InfusionSoft, but I mean, it’s okay.  I don’t think it’s perfect, but the big three or the big four are all fine.

Whatever it is you have, once you start building your database, you’re not going to go and swap software.  It’s going to be very painful if you do.  Just make sure that you write down good standard operating procedures and make sure that you have proper training for the folks that are running that software.  It took me a long time to be able to maximize what Dentrix could do.  I’m sure all the big ones are similar.

It’s like your brain.  You’re using a percentage of your brain to just get in there, there are all these cool tools.

Dr. Lavine:

Yeah. I would back it up.  Our experience is we usually about 5% to 10% usage of people’s software.  So, you hit the nail on the head here.  Another great question here, Chris.  A lot of us have been inundated and we go to these shows.  We see all these companies really focused on dental practice marketing, whether it’s newsletters or flyers or social media.  I mean, that seems to be the big bugaboo right now.  How do you market your practice?  You didn’t talk about marketing once.  Why is that?

Dr. Griffin:

Okay, 2008 to about 2010, I average about 150 new patients a month, working three days a week, and that’s a lot of work.  I decided strategically that if I wanted to be a happier dentist, I cut my extra market budgeting to about, I started spending about $12000 to $15000 a month.  I went down to about $2000 a month.  So, now, most of my patients come from direct referrals.

We talked about that.  I shared that on that DVD, The-Fly-On-The-Wall, they film me doing it, but I think it’s really important because those patients have such a high value to the practice.  When you have 150 patients and most of them are coming from extra marketing, you have to spend so much time figuring out if this person who is actually going to stick to your practice.  That’s a lot of wasted effort, and I’m all about not wasting effort.

Now, I like marketing.  I’ve got like 1200 Facebook fans.  Go look up Griffin Dental Group on Facebook.  We’ve get 1200 fans.  I’ve yet to make 1200 fans translate into a lot of money.  Yeah, it’s cool to occasionally punch a button and make an offer, but truthfully, social media has not been the boom that I thought it would be.  The 60 referrals every month, those guys come into the practice. They’re there to believe that you say, and they’re here because a friend or a loved one told them that you were okay and a good guy.  They’re there to spend money.  They’re not there to be a [01:17:16].

So, that’s the way I do marketing.  I will do it.  I do do it. I have a whole program every month.  My clients get another marketing piece I’ve one in my practice successfully.  I’ve done some good ones, but I’ve just come to believe overtime that the real bounty in the practice lies in your hygiene department and your patient base and the right referrals.  That’s why we didn’t talk a lot about marketing.

Dr. Lavine:

Great.  We just got an e-mail here coming in.  So, someone just want to know how they could go about getting the special offer.  Do they just go to your chrisgriffindds.com website?

Dr. Griffin:

Absolutely, chrisgriffindds.com, and if there’s something there that you can’t get to work right, you always send an e-mail, or that phone number is just on the bottom of the page right now, the 662-837-8143.  You have chrisgriffindds.com.  That’s got the special.  It bypasses all the regular channels that we’re working through, and it just goes to the special channel.

Dr. Lavine:

Great. I see it now.  The Fly-On-The Wall, is that a DVD or is that a book?  It looks like it’s one of the Dummy books.

Dr. Griffin:

Well, yeah, it actually kind of looks like that.  I actually like those books, Lorne.  Hey, I can tell you.  Every time I start to use a new software, I go buy the Dummy book for that software at Barnes and Noble, but yeah. It’s a DVD.

We took the DVD, and we transcribed it because some people like to watch DVD and pause it and underline and make notes in the manual.  So, it’s just a manual to go with the DVD.

Dr. Lavine:

So, I’ve got a couple of questions here about your practice as far as how many staff you have.  Is there another dentist in there?  What’s the makeup of your individual practice?

Dr. Griffin:

There is not another dentist here.  A long time ago, I thought that I would have this dental empire where I would have multiple practices, but then I decided against multiple practices.  I said, “Hey, that’s too much work.”  Then, I thought I’d just have one gigantic practice so I built on until I had 14 ops.  Then, I decided I’m not going to get an associate because that’s too much work, and I’m pretty darn happy working three days a week and making a nice living in Ripley, Mississippi.

So, we turned several of those options into work stations for when we have visiting dentists. Now, we use those for fun.  I work out in the office with three hygienists. So that’s the setup of my practice now.

Dr. Lavine:

Is there a minimum number that you need?  We have one of our listeners saying they’re a four chair, single doctor practice with one assistant, one hygienist, one front desk, one sterilization room assistant.  Are they going to need more than that to implement your system?

Dr. Griffin:

No.  Four ops is good.  We used to have one hygienist.  You have three chairs.  Absolutely, you can use these systems.  You would be surprised how much more capacity you have out of a four chair practice with one hygienist.  You said you have a sterilization assistant.  So, you really have two assistants.  It’s just you put one in sterilization.  Sterilization assistant can absolutely run one of those color-coded setup rooms.

Our setup room, one half is sterilization.  The other half is setup for the next procedure, and a person that’s dedicated to that room can make a world of difference in the amount of production you can get out of that practice.

Four chairs is great.  I mean, the more chairs, the more people you’re going to need to man those chairs.  I often think, netwise, you’re ahead.  I mean, I might theoretically make more money working nine chairs net, but if you consider how much harder I’m working to keep the nine chairs, I like the four chair practice.  There’s absolutely nothing wrong with that.  You can absolutely do with four chairs.

Dr. Lavine:

You talked about the importance of limiting or reducing your no-shows.  How do you feel about some of the confirmation systems out there?  Demand is my favorite, the Red Lighthouse, Solution One, like those. Do you ever use those in your practice?

Dr. Griffin:

Absolutely.  We do it all, Lorne.  I love those.  We do the e-mail confirmation.  We do text confirmation.  I’m not kidding, we do Facebook confirmation.  We do every kind of confirmation that you can do, and all of it is automated, pretty much, except for the Facebook.  It’s like my office manager goes in and private messages people just to give them a general reminder.  That works pretty good, by the way.

Bottom line is even with all of that, we only cut our no-show rate a small percentage, and so, that’s why I started booking that extra column, one more column that I have a hygienist.  That’s what really saved the day and solved all the production problems in hygiene forming.

Dr. Lavine:

Okay.  The DVDs.  How long are those?

Dr. Griffin:

“Fly-On-The-Wall” is an hour and 15 minutes.  The “Efficient Doctor” is more.  It’s like, I could be wrong about this.  I want to say it’s two DVDs, and it totals up to about 2 hours, 3 hours.  That actually comes with a couple of manuals and bonus materials.   You’re probably looking at 4, 5 hours worth of materials in the efficient doctor system.

Dr. Lavine:

Okay, and we’ve got some nice comments coming in already.  People are already buying it, and I certainly encourage people that this is a great special.  You’ve only got a few slots for the conference.  I would highly recommend that you get on the website and buy.  How long is the conference by the way?

Dr. Griffin:

It’s a three-day conference.  It’s a Thursday, Friday, Saturday, and I believe a couple of people who are on this program are going to be there as well.  Dr. Erin Elliot.  She’s going to be speaking.  Dr. Brady Frank.  He’s going to be speaking.  Of course, I’m going to do my multiple session song and dance to get more people to be efficient and an easier workflow.  Yeah, I think we’ve got a good show.

These conferences are a lot of work, and so I would love for you to come.  We’re going to try to put on the best show we possibly can, and one night we’re going to have a band.  We’re in Nashville, right?  So, we’re going to do it right in the country music capital of the world.  So, come on down, guys. I would love to meet you.

Dr. Lavine:

Very generous.   You talked about the referral system for your patients.  What exactly do you do?  You probably don’t have to time to go into details, but what do you do to encourage your patients to refer other people?

Dr. Griffin:

Well, as you probably know, a lot people, a lot of states, a lot of countries, have great difficulty in doing referral program.  If you give any kind of amount of money or anything of value to someone, in some of the state boards, you’re going to construe that as being against the regulation.  So, I just decided at some people that we’re going to play a completely straight.

Every time I go to a new doctor I get about an inch thick pile of paper forms to fill. Naturally they ask for for my driver’s and insurance identification card yet I need to repeat what on these documents like five or more times on the various forms. Some of these papers have been photocopied so many times that not only the image has been bent on the corners but also the image and text print quality is often at the edge of ability to read it.

I’m not a doctor, any other health care professional, not an administration workforce member of any healthcare facility but even as a software developer I can clearly see how much the system could be improved. Having the most expensive health care system in the world I refuse to believe this paper based, ninetieth century, information handling is obsolete due to lack of funds for improvement. Even if the large sums set aside for healthcare go to suing for medical malpractice settlement schemes there still should be enough left to reduce paper load. Especially since it’s everyone’s best interest.

Let’s actually speak in more accurate terms, the end result is in everyone’s best interest. Here is the holy grail the way I see it. I come to a medical facility, they ask me for driver’s license and insurance id badge, the receptionist scans both documents and hands me a tablet device where I confirm that the scanned data is accurate, enter any information that is missing, accept any disclosure, terms and conditions etc. Period. Not a single sheet of paper wasted. Information gets stored in the system, no need for manual data entry, storing tons of paper, scanning. Simple and easy.

Why this is not happening then? I’ll give you my idea from system architecture and project management perspective.There a 2 main reasons this has not happened and will be a bumpy ride when it happens.

1. Software running such system would have to be universal, meaning the same for all health care providers in the country so that information can be stored in a standard format, encryption and could be transferred on demand. This means a project would have to be handled by a large software vendor which makes it very hard to manage consistently during the project life. You could see on Microsoft product examples how buggy the software could be that it’s not even cross platform yet. Also what was witnessed during Obamacare implementation from the IT perspective gives an idea what kind of challenge such project could be. No chance for change then? Not necessarily; I could see this happening from a garage startup perspective where a very solid piece of software is developed, gets attention and the snowballs down the hill. With well coded and architected core a system could become modular enough to accommodate the health care system needs. Still, this would need very talented people, substantial funding, industry lobbying and quite a bit of luck.

2. Industry inertia. Do you sometimes get a feeling that people tend to spend extra energy to perform a task that could be executed in a much simpler and efficient way? I do a lot and almost everyday. It’s an article about health care industry and not me so let’s focus on that. Those paper load you get on your first doctor visit, they’re all photocopies. It would be much easier, more efficient and end result would look nicer if the forms were printed instead of copied. Seriously, smudges eat up toner and look sloppy on the form. Why is it this way then? I think because nobody forced hard enough to make a change happen. We’re running low on form XYZ, where I can get more? just take the last one and copy it … That’s how it goes. I’ve seen once id cards made on photocopier with photo attached using paperclip in one dental office.

I think the change is imminent though, just because the world that surrounds us is changing too much and island of paper ruled industry can’t hold alone. I get some of this in my gig. We make id badges , also for health care industry. We try to make the process as simple as possible but it still involves a learning curve but since we’re very cost competitive health care staff keeps ordering from us.

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So, phase II, I come back into the room.  The assistant’s already gather data.  Now, I’ll do a pretty in depth tooth examination.  I go from tooth 1 to tooth 32 and very thorough.  I’m always talking about what I think I would like to do on the patient, but I’m never putting pressure on them to pick the treatment that I want them to pick. I just let them know what I think is the best plan for treatment.

I’ll be very laid back, and you can tell I talk slow.  I’m laid back and joking around, and the whole time I’ll be slipping in diagnosis as we go along.  The assistant is over there feverishly writing things, jotting them down.  Once I’m through, I’ll take a few seconds to talk to the patient again, tell them what I’m thinking.  By the time I’m through with that, the assistant should have all the stuff organized that I know what I want to do next.  So, hopefully, by then, the patient has agreed for me to get a [59:58] on what I think should be done next.

Then, I’m out of the room again, doing whatever, and the assistant take over.  That’s when they carry, we have an orange card.  It’s called the treatment organizer card.  We call it as the “orange card” as a slang word.  They actually divide up all the treatments into one, two, three, and so on.  They’ll take it to the financial department or the financial coordinator.  They take it from them.  They take over from there.

Phase III is actually when that person goes back in the room to present the finances. If the person, for some reason, have a question, now, they have a chance to get me back in the room to ask some questions.  That’s really the third phase of the diagnosis.  By this third phase, like I said, by this time, we have 75% of the patients accept the treatment that we’d like to do.  Sometimes, I will downgrade and do a filling instead of a crown occasionally, but not that much.  They’re doing what’s best, and we work hard to get finances that work for them.

So, a quick review of the three phase exam.  You’ve got phase I, quick exam and listen to the patient, make that connection.  Phase II, give the patient a couple of options, but always give your opinion about what’s best.  Now, I say this all day long.  “So, what are you thinking?  Pull that or fix that?  Would you like to pull that or fix that?”  It’s very simple around here.  Maybe it’s needs to be more complicated, but I doubt it.  Put it into your terminology, but this is a very simple way to do it and to get a patient on your side because they know you’re not force anything down their throat, right?

Phase III is to let the treatment coordinator, financial coordinator, and/or me doctor review the treatment plan once it’s done just to give you a third shot at getting them to do what you need them to do.  Once the green light is given, hey, it’s off to the races, Jack, because then, you can put all these efficiencies together that make you be able to do this high capacity quality dentistry that we’re talking about.

So, this is way in depth, like I said.  It’s on that website.  This is the website if you want to go one more time.  It’s www.thecapacityacademy.com/digital-dentist, and it will give you an idea of exactly what happens to a new patient when they come in to our practice for the first time.

The seventh thing and the thing I think you really need to consider doing to stay relevant is look, guys, dentistry’s taken a beating the last few years.  The public just does not like us the way they used to, but if you want to be the guy in your that they still love, find a way to do some charity.  Dentistry from the heart is a good way to do it. It’s a great organization.  You don’t have to be a part of an organization.  You can just do things like this on your own, find ways.

We’ve done stuff for lots of local charities.  This is me with one of my sons at the bottom of the page.  We had TV stations come out to the last one I was a part of this interview people all day long.  It’s such good press for your practice, but anything you can do for charity to help the patient and let them know you’re not just out there for a bunch of money and you want to just help them, that’s good.

After a while, in 2010, I actually got this award for being humanitarian of the year by the Visiting Dental Association, amazing honor.  I’m so proud of that, and when you get something like that, all the papers.  It just changes the public’s perception.  So, find a way to work charity into your practice, and that will be the icing on the cake.

So, hey, Lorne and I talked before the thing was over, and he said, “Look you have all these system.”  I have put together a lot of systems, and occasionally, there’s trainings for dentists.  They buy these things from me, and it helps their practice.  Lorne said, “Could you put together something special for my folks?”  So, we sat down, and we looked at the different things in my training.  We came up with what I think would be a really amazing basic.

If you were really interested in doing some of the systems the way we teach them, I think this is absolutely what you need.  This will take you step-by-step into doing things in your practice.  Let me describe what we got here.  This is my practice productivity package.  I have two products that we’ve sold individually, and they’re both my biggest sellers.

One is my “Fly-On-The-Wall”.  We have days where dentists come into the practice, and they observe for a day.  We do a lot of the stations in the afternoon.  One time I had a couple of cameramen from the Discovery Channel come in, and they filmed one of those days.  They put it into an hour and fifteen minute DVD.  So, we took that DVD, and we created our “Fly-On-The-Wall” product, which really is just really what would happen if you were a fly on the wall in Dr. Chris Griffin’s practice.

Then, we have another system we call the “Efficient Doctor System”, and this is really three complete systems in one.  This takes you step-by-step if you’re interested in doing that route board system the way that I do it.  This is your book.  This is your manual.  This is the cook book that takes you step-by-step through how to put this route board into your practice.

If you’re interested in the templates and the checklists, we have the perfect procedures protocol system.  This takes you step-by-step on how to do these templates, how to do the checklists, how to do all that, and I don’t know if anyone’s put this together. We put together the staff communication guide because we actually have radio communication in our office, and a lot of dentists are interested in that.  So, is you’re interested in that, this is the “Efficient Doctor System, this is how to incorporate radios into your practice without them being annoying or how use them properly and blend in efficiently especially with the route board.

The “Fly-On-The-Wall”, like I said, that is six books.  The Discovery Channel filmed six different trainings that day.  We’ve got our new patient experience, which is what I talked about, a little bit more in depth, the worksheet.  We have a color coding system, something that we didn’t talk about.  It’s actually the slide where we talked about the just in time production.  We have a color-coded setup room area that actually is a part of our flow and allows us to get those rooms set up as fast as humanly possible.

We got the presentation of fees process. This is the phase III of the diagnosis.  They come in, and they present the fees.  This is how we are able to get our pretty high case acceptance rate.  My endo buildup PFM technique is on this video.  It’s something that everyone’s always interested when they come here. We talked a little bit about the handle, but we’ll go start to finish the endo on the premolar we did that day.  It’s pretty cool if you’ve never seen it.

The super secret orang card we talked about that you saw the assistant hand off to the financial coordinator.  This is on this DVD, and the end of the appointment referral experience is really important because this is why we have 50 to 60 direct referrals each month.  Basically, that’s how we get them because I have so many of those.  I have intentionally stopped direct marketing pretty much.

Now, the “Efficient Doctor System” is $397.  If you go to my website right now, it’s $397.  The “Fly-On-The-Wall” is $397.  If you’re one of the first 10 people to go ahead and get this product, me or my number one will give up a day, and we’ll get out on the phone and just hammer out any questions that you’re going to have because people are going to have questions.  If you’re trying to put this kind of stuff into your practice, you’re going to have questions.  Usually, we charge a la carte, if you just want to call up and spend a half hour on the phone, $500.  We’re just going to throw that in.

What I think is even a bigger deal is if you want to get a bigger hands on training with these things, you can come up to our biggest, baddest dental event of 2013 we’re having in Nashville.  We’ve saved seats for seven dental offices to take us on this incredible offer to come up because they have hands on staff training for these things at this event, not to mention the lectures that I’m going to have.  We have six other lecturers that are going to come up and share ways on how they bumped up their practices to six figures or better doing these unique, specially typed procedures.

If you’re interested in that, you can go to the website and look at that, but the bottom line is if you get the practice productivity package, the first seven to get that, we’re going to throw in tickets to this event.  You’ll actually be able to come to Nashville and get some practice training and see with your own eyes besides just getting this product.

So, that’s it.  You’ve got the Efficient Doctor Syste, $397, the Fly-On-The-Wall’s is $397.  The 30 minute phone call is $500.  The event’s $1497.  You get 15 CE hours for that.  So, I think it’s a tremendous value, and if you add it up, it’s $2797.  We’re not going to charge that much because Lorne said he wants his folks to get the best deal possible.

So, if you want this practice productivity package right now, you can get the whole thing for just $397, and that would just be normally the price for one of the trainings.  You’re going to get both trainings, the phone call, and the live event to even further your training.  The website to get that right now is chrisgriffindds.com.

If you get it and you don’t like it, you got 60 days to tell us.  You get a complete money back guarantee to send it back.  We’ll give you your money back.  So, I don’t know how you can beat that.  Chrisgriffindds.com, and if you get this, you come to Nashville, this guy right here is going to get up on stage and share his experience of how he implemented all this stuff that we did and what it did for his practice.

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We don’t have a problem with doctor no shows.  It never happens. I mean very rarely, less than 5% probably, but on the hygiene side, it’s different. Those people, a lot of times, they don’t have any skin on the game.  They don’t have any deposits. They come in.  Their insurance pays 100%.  They don’t care.  So, we just have a lot of cancellations.

So, I could have just had days of hygiene booked where people were just, it would look like somebody shot it with a 12 gauge shot gun.  It’s full of holes.  People are not showing up. I could’ve done that and accepted it and said that’s just the way it is.  If you do that though and you have hygienists that are commissioned, they’re going to be unhappy because they’re not going to make enough money because they have no control over that.  They’re not on the phone scheduling, or if you pay them a salary, you’re not going to be happy because half the day they’re going to be sitting in the back drinking a Diet Coke and reading People magazine.  That’s what’s going to happen if they’re not commission, and you don’t do something about the scheduling system.

So, we just came, one day, to accept, years ago, that no matter how many times we confirm, no matter how many times they tell us “yes”, we send them a voicemail, we e-mail them, we texted them, put it on Facebook, no matter how many times they say they’re coming, a lot of them just are just coming to those hygiene appointments.  So, what I decided to do was take a page out of the airlines book, and I decided to start overbooking.  That sounds terrible doesn’t it?  Overbooking.

Everybody listening is saying, “Oh, I get it now.  The old Chris Griffin.  He overbooks.  That’s how he produces so much.  He probably stays up to 10 o’clock every night.”  No, I don’t do any of that.  Let me tell you what I mean.  This only applies to hygiene. It only applies if you have no shows like we did, but if you hygienists working, we book three columns as if three hygienists were going to be here.

I know you’re going to say, “What if all three people show up at the same time?”  That might happen occasionally, but it is very rare.  Normally, we can easily maneuver things around with an extra room we have to make sure that people don’t feel like they’re having to wait because if one hygienists is busy, one of my assistants can go start the x-rays.

Worst case scenario is once a month, once every two months, that’s it.  As an emergency, emergency backup, when all three people show up for two slots or all four people show up for three slots in my practice, I might occasionally have to go in do a hard tissue probe and scale and let my assistants chrome and polish and do the x-rays on a patient.  That only happens once a month, once every two months.  I promise.

Now, what do we get with that for me having to do a probe once every two months?  We get an almost guaranteed full book of hygiene for all the hygienists that are here, and rarely do we get complaints from patients about not being seen on time because with the way we work it out, they are seen on time.  It’s just that they may not be seen by the hygienist, but with the patient, what difference does it make?  They don’t know.  Why would they care if an assistant takes their x-rays instead of their hygienist?  They don’t care. So, that’s how we handle that situation.

Alright. Number three, with all the offensive things I just said about hygienists, let me say that the hygiene department is probably the most important department in your practice because in my practice, by the way, that’s where all the patients are.

So, let me share with you real quick. I had a client who was telling me, “Gosh, Chris let me show you my schedule.”  They show me their schedule, and I about fainted, threw up on the floor. I mean, this thing was full on hygiene, and had two patients, two one hour appointment all that.  That’s it.  I mean, I call him up and I said, “Hey.  What in the world is going on?”  He said, “Well, Chris.  People just aren’t accepting treatments.  I don’t know.  We can’t get anybody to book.”

I said, “Did your hygienist show up?”  He said, “Yeah.  We’re full on hygiene. It’s what’s keeping us afloat.”  I said, “Well, let me look here.  You got 16 patient in hygiene, and they all get 30 teeth. Now do that math.  How many teeth is that?”  He said, “Well, that’s a lot of teeth.”  I said, “If I had that many teeth, you’re telling me that you have 8 hours.  You could have done anything. You just sat there and didn’t do anything.  You’re telling me that none of those had anything wrong with them where you could have just gone and done it while they’re there?”  He said, “We believe that you’re just supposed to sell the whole enchilada.  If they don’t accept the kind of treatment that you put in your own mouth or your mom’s mouth or your wife’s mouth.  Then, let them go home and think about it.”  Well, obviously, I think that’s wrong.

If you have hours available, you need to be pulling stuff out of hygiene all day and filling up your schedule.  Hygiene is what Greg Stanley once called a bubbling cauldron.  It’s just a cauldron or a big melting pot full of patients and stuff to do, and you need to keep that healthy a humanly possible.  That’s why I think it’s important, as we go on into the future.

Number four, grasp the opportunity.  Same day dentistry.  That is so important.  We have a very unique system on how we do same day dentistry, and let puzzle through this.  We’ll get you there real quick.

Number five, you’ve got to be honest with the doctors and the team.  Are you really pulling together, or are you pulling against each other?  Now, sit back.  Like I said earlier, you’ve got to be honest with yourself.  Make sure you’re on the same page.  Now, you’re team can really help you out.  Don’t be mean to them, but at the same time, if they’re not going to pull with you and they’re going to pull against you, you need to find a team that will pull with you.

Number six.  This is my favorite, favorite part, mastering workflow.  Here’s one of those automobile practices we were talking about earlier.  Master workflow, and let me show you how we do it in our practice.  Now, this is on that website.  It’s on the website we talked about earlier.  If you want to get it, look at it, follow along as we go.  I’m just going to briefly go through some of it, but this is a workflow choreography map of taking a prospect who didn’t know about your practice all the way down to case acceptance, what you do through treatment and the whole experience.  If they don’t accept your treatment, what you do to try to get them back on schedule to try to get them back inside.

So, let’s just go through some of this.  Number one, they’re a prospect.  We’re just going to move on forward.  Let’s assume you did some whiz, bang marketing, got them in the door.  They made it to your practice, okay.  They make it to your front door.  They come in.  What do they see?  Do they see a grumpy person?  Is anyone talking to them?  Do they see somebody friendly?  In our practice, we do give them paperwork to fill out.  We also take them on a tour of the office where we show them how clean the sterilization area is.  In my case, they can say honestly, “What a really nice room.  They say, “This room is where Dr. Griffin films his case studies.  He presents all around the world in his lectures.” It sounds really cool.

If you don’t have that, you can put up some pictures of some celebrities, local celebrities, or any famous people that you’ve got in the area or patients where you can use as examples of before and after.  “This is where Dr. so and so works on their special patients on their extreme makeover patients, on their VIP patients.”  Whatever it is, and you can do that.

Then, you sit them back down in the waiting room.  You give them a gift.  Now, if you’re gifting someone, it makes them feel comfortable.  It makes them say, “Wow.  This is different than anything else I’ve done before in dental office.”  You have staff people retrieve them the right way.  There is a protocol for that.  We talked earlier about the route board and stuff like that, but let’s not get into that right this second.

Let’s get down to the oral exam because I did promise to talk about the three phase diagnosis.  Alright.  So, the patient’s seated.  The assistant’s going to ask about the chief complaint.  We were these little radios. They can radio in information to the doctor.  In my state, I have to go into the room, order the x-rays.  It’s a pain sometimes, but it’s okay.  That does, thought, give me a chance to apply phase I of my diagnosis.

So, let’s talk about phase I.  When I come into the room the first time, the first thing I’m going to do is I’m going to just go up shake their hand if it’s a man, or if it’s a woman, I don’t shake their hand.  I just go sit in front of them or I look right at them.  I’ll introduce myself, and they’ll introduce themselves.  I’ll try to make some kind of connection.

Admittedly, this is Mississippi, and this is a small town in Mississippi.  It’s probably easier for me to make a connection.  I’m somehow or another, kin to, relate to, went to school with, my mom taught them, or something with 90% of the people that walk in here.  It’s like playing that Kevin Bacon game, seven degrees or whatever.  I absolutely can do that with most of my patients, try to find some connection with them, and ask them, “What can I do for you?”  I ask them, “How can I help you?”  I learn that from Roy Smith a few year ago, and it works every time.

They’ll usually tell you what’s going on, and I’ll just take a look.  In two seconds, I’ll order x-rays.  So, I’ll be out there doing something else.  Actually this is a picture of our kanban or route board.  So, I go out in the hallway, and I find the number one priority on this thing.  I go to that room.  In this case, I’m probably going to check hygiene in room 5.  Then, the assistant does a lot of the heavy lifting.  I’m out of the room.  They get everything ready.  They do the x-rays, and they get more information.

When they get everything they need, they go back to the route board, again, and that route board does a lot of things.  This is sort of the air traffic controller of our practice.  That’s where everything is written and everything is done.  There’s no way I could have an efficient flow of a high capacity of volume through the practice without it.  It would be too much chaos.

What it does is it allows me to focus. Every time I’m out in the hall, I’m looking for priority number one, I’m going to that room, whatever it is, and I’m focusing on that patient. I’m coming back into the hall and looking for the broadcast here.  I’m looking for priority one.  I’m going to that room.  So, the assistants, they have a set of rules that they have to follow to keep it updated, but all I have to do is follow it from place to place.  That’s what makes my life easy, so much easier than it could be.