July 10, 2025 • 14 mins
Ever feel like your dental practice is an endless cycle of putting out fires, managing team drama, and squeezing in "just one more patient"? That overwhelming weight on your shoulders isn't just in your head—and you're definitely not alone in feeling it.
Dr. Paul Etchison breaks down the three fundamental stressors that make practice ownership feel impossibly heavy: team management challenges, operational overwhelm, and the crushing clinical demands that keep you trapped chairside. But rather than offering quick fixes or motivational platitudes, he provides concrete, tested solutions that have transformed practices across the country.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Do you ever feel like practice ownership is just way
more stressful than it should be?
Like you're constantly solvingproblems, you're constantly
managing the people and somehowyou still feel like you're just
behind, no matter how much workyou put in.
Well, you are not alone, andtoday I'm going to break down
the three core stressors thatmake the practice feel heavy and
(00:22):
exactly what you can do tolighten the load.
Now for those who don't know me, I'm Dr Paul Etchison and you
are listening to the DentalPractice Heroes podcast, where
we teach you, as a practiceowner, how to create a team
driven office that doesn'trequire you, so you can get the
freedom to do whatever you wantand live the life that you want.
I'm the author of two books ondental practice management, a
(00:45):
dental coach, and I'm the ownerof a five doctor practice in the
South suburbs of Chicago, and Iam here to help you get the
practice of your dreams.
So thank you so much forlistening.
Now let's talk about thesethree stressors.
Now I remember back maybe fiveor six years ago.
I was working with a life coachand she had asked me what are
the things that bring you stress?
(01:05):
And I was like girl everythingbrings me stress.
I hate everything and, honestly, that's how I felt at that time
.
It was really hard.
I felt so overwhelmed that, nomatter what got dropped onto my
plate, whatever questionsomebody brought me, whatever
task I needed to complete,whatever letter I got in the
mail whether it be from the IRSor the ADA or just like the
(01:28):
utility bills everything waspissing me off, and the thing
was it was more or less justbecause I was just overworked, I
was doing way too much and Ididn't realize it.
I just chalked it up to one ofthose things.
Well, hey, this is what it'slike owning a practice.
This is how it is.
Maybe it's me, maybe there'ssomething wrong with me, maybe I
(01:50):
just need to change myperspective.
I don't know about you, butchanging perspective, I think
that helps for some people.
It didn't really work for me.
So what I did is I sat down andI strategized with my life
coach and we came up with a biglist of the things that were
stressing me out and it was abig list, let me tell you.
But we started coming up withsolutions for every single one
of these things.
So I want to do that with youright now.
Let's go through what I think isthe biggest three stressors for
(02:10):
a dental practice owner, andyou'll see how this ties into my
coaching methods, because thisis what I believe really makes
owning a practice awesome, whenyou can handle these three
things.
So number one, I mean thebiggest stressor you always have
as a dental practice owner, itis always the team, is it not?
I mean, nothing wears you outfaster than team drama.
(02:30):
Sometimes you just want to lookat your team members and say,
god, can't you just be cool?
Can't you just relax and chillout and stop making everything
such a big deal?
But the fact of the matter isthat is life and that's the way
it is and that's how it is inmanagement.
This is part of management.
Now, if you only had to manageyour team and that was your sole
(02:51):
job, great, maybe it wouldn'tbe so difficult.
But the fact of the matter isis that you're the leader of the
practice, you're also theclinician, you're also the
bookkeeper, you're doing allthese things.
So it makes it hard to do.
So what does this feel like whenthe team is stressing you out?
I mean, it might be thoseconstant questions and guidance
what should I do?
Some team members not gettingalong.
(03:11):
They don't like the way thatsomebody looked at them with a
tone perhaps I don't know andyou just become the go-to person
for every fire.
So how do we solve this?
And a lot of people would say,well, let's figure out ways.
So the team, and that theydon't ask us questions and they
don't do this, and I thinkthat's part of it too.
But what I think really helpspractice owners and I see it
with my coaching clients so muchis building a leadership team.
(03:34):
You've got to build leadersaround you that can help you
manage your team so that you canfocus on bigger things and not
get sucked into every littlefire that happens.
Bigger things and not getsucked into every little fire
that happens.
So what do you do?
You find the people that arerespected on your team and you
give them responsibilities andyou teach them how to lead.
This is what we do in all ofour coaching.
We start to create somestructure and give our leaders
(03:57):
autonomy so that they can learnjust like you learned learn from
your mistakes.
Then the other thing is we'vegot to create some structure for
communication andaccountability, and this is
going to be meetings.
You've got to meet with yourleads.
You've got to meet with them asa group, as a lead meeting.
You've got to meet with yourleads one-on-one.
Now they need to be alsomeeting with their departments
(04:17):
one-on-one.
And then we need to also bemeeting as a team.
So we've got to give the teamand everybody on it an outlet
for communication so that theycan discuss things that are
bothering them.
Because, let's face it, everysingle team drama thing that's
happening at your office, Iguarantee it, guarantee it, it
could be solved if people wouldjust tell each other how they
(04:38):
feel about whatever they'refeeling about.
But where the problems happenis people don't feel like they
should have to tell people howthey feel.
People don't see that there'stwo perspectives to the story.
They just keep it inside andthey build resentment, and
that's when things go awry.
Am I right?
Yes, you know I'm right becauseyou've lived it.
So when you don't have thatleadership team to insulate you
(05:01):
from all those little issues,you essentially become the
leadership team, and that isabsolutely exhausting.
It is not hard to set up aleadership team and we've done
it with so many clients, I canpromise you.
I can promise you, we've got itdown to a science.
You can do this in yourpractice, all right.
Let's talk about stressor numbertwo.
This is overwhelm and decisionfatigue.
(05:22):
This is when you're feelinglike you're carrying everything
on your shoulders and, oh mygosh, is it so easy to martyr
yourself just to be that personthat sacrifices everything for
everybody?
And just woe is me.
Yeah, I've been there.
You're wearing 15 hats, everysingle decision comes through
you, and the worst part of it isthat, when you have to
(05:46):
constantly follow up with peopleto make sure they're getting
the things done, why is life sohard?
I've been there, right.
So what does this come from?
I mean, it comes from a lack ofclarity, that no one really
knows exactly what to do.
You're repeating yourself,you're telling them this and
that, and there is no realstructure or clarity around who
does what or how they'resupposed to do it.
And you'll see this show up insome team issues, where maybe
(06:09):
Susie feels like she's doing somuch work than everybody else,
and then Jenny is over here onher phone.
Well, susie's like well, whyisn't Jenny helping me with
these things?
I'm so busy.
But then Jenny's like well, Igot all my responsibilities done
, so I'm just going to look atmy phone a little bit, not even
thinking that Susie maybe needssome help, but nobody says
anything and nobody's assignedto whose responsibilities or
(06:32):
what.
So everybody just gets pissedoff and thinks that they're
doing too much, and everybodybecomes a martyr.
So here's what you need to do.
This is where the systems comein.
This is why you need tosystematize your practice.
You got to create the checklist, you got to create the
protocols, you got to giveownership to the people that
need to do these tasks.
You need to have certain peopleresponsible for things.
(06:53):
Look at the systems that havefailed in your office and ask
yourself this who wasresponsible for this?
And a lot of the times, it'sthat you gave a responsibility
to an entire department, and asdepartments get bigger and they
share a responsibility, thingsstart to fall through the cracks
you need to talk about.
This is what we need done.
(07:13):
This is when we need it done bywho is going to be responsible
for this every week, every day,every month, whatever it is,
depending on the task.
This is where systemizationcomes in, and this is what the
DPH Omni Practice Program isabout.
We go A to Z.
We start at the beginning themost basic checklist and the
basic protocols and we get allthe way to the most detailed
ones, like how do we handlecancellations?
(07:33):
How do we handle people whodon't want to pay their bill?
How do we handle objectionsfrom patients?
So you can systematize all thisstuff and when you do, you
don't need to hustle harder,because you've got that
structure.
Everybody knows what to do,everybody knows why they're
doing it and everybody knowsthat, since we have the
structure, they don't need toask if other things are getting
(07:57):
done.
If everybody does their partand fulfills their commitment to
the team, things run withoutyou following up on it.
And that weight off yourshoulders, my God, it feels so
good to get rid of.
And I promised you can do this,but I get it.
You're being the dentist fourdays a week and it's hard to
find the time to do these thingswhen you're constantly in the
chair, which brings us tostressor number three, patient
(08:19):
care and the clinical demands.
It is very difficult to runyour business when all you're
doing is being a dentist 100% ofthe time.
You can't step away from thechair without losing income.
You might think.
You might think you've got towork harder, more hours, or you
got to work faster and all thesethings.
You've got this pressure toproduce and it takes away all
your time from the other thingsthat could really free you and
(08:41):
give you the freedom that youreally want.
So how do you solve this?
How do you get away from thechair?
And this is at the heart of whatwe do at Dental Practice Heroes
is we create the systems, wecreate the structure, but we
start getting creative with yourschedule.
We install the deep age blockscheduling, we set your schedule
up in a way that it makes sensethat you can have consistent
high production days, and thenwe teach your team how to
(09:03):
execute on those.
So you set up the schedule, youcreate all the systems that
increase your efficiency, thathelp you be able to do things
faster, and you start condensingthat time.
You start doing four days worthof production in two days,
maybe two and a half days, andeventually you get your business
to a point where you can bringon associate producers so that
you can cut yourself completelyout of the production if you
(09:25):
want.
But it's all that system andfollowing the process.
So one thing you could do withyour schedule is limiting the
amount of appointments you'rewilling to see in a day and
making sure that a certainamount of those appointments are
higher production procedureslike crowns.
So if you saw at least twocrown procedures every single
day, I assure you your days willbe way more chill and you would
(09:48):
make way more money.
But the thing is is we don'tput any structure into our
schedule and then we wonder whywe're so burnt out.
We see 15 patients and each ofthem requires three class two
fillings and then we want to gohome and just drive our car into
a tree.
I mean, I don't want to doclass two fillings.
Do you want to do more classtwo fillings?
I remember being in Chicago atthe midwinter meeting and having
(10:08):
a rep show me that like transilluminator thing where it would
trans illuminate the teeth andyou could diagnose more class
twos.
And I looked at him.
I said, man, I don't want to domore class twos.
And he said so you're morecomfortable knowing that they're
there and you didn't diagnosethem.
And I said, hell, yeah, whichfelt a little weird, but
honestly I don't want to do moreclass twos.
Does anyone want to do moreclass twos?
You know the way to do lessclass twos is to grow your
(10:29):
practice.
Put systems in it.
Step back and get associates todo all your class twos.
Hell is just doing back-to-backMOD, mod, mod.
I am almost positive.
I saw that somewhere in theBible, I don't know Anyway.
So think about the things thatare really stressing you at your
practice.
I guarantee you, no matter whatit is, if you sit there and you
(10:50):
write it down and you getcurious about it, you can find
solutions for every little thingthat bothers you and you can
create a life around thispractice that fulfills you and
adds to your life instead ofsubtracting from it.
So, practice ownership, itdoesn't need to feel bad when
you solve these three stresspoints.
The team issues the operationalchaos and that clinical
(11:11):
overwhelm that comes from beinga dentist.
All the time, you start showingup as the leader and not the
fixer or the grinder, and that'swhat I want for you and that's
what we help practice owners doevery single day.
We are kicking off thismastermind in September and it's
a 12-month program.
At the end of that 12-monthprogram, I want you to have a
leadership team that takes careof all this stuff for you.
I want you to have systems whereyou don't need to follow up and
(11:33):
ask if things are getting doneor be the answer person anymore,
and I want you to have aschedule that's so productive
you're able to cut back yourdays, and I can show you a way
to create a practice that givesyou the freedom that you deserve
, so you can show up for yourfamily or just spending a little
bit more me time working on thehobbies that you love.
So please go to our website,dental Practice Heroes, and set
(11:54):
up a strategy called me.
I will talk you through whatthis mastermind is all about and
what it can do for you, and Iassure you this is a group you
want to be part of.
It is shaping up to be such anawesome group of dentists.
I'm so excited for it.
We still got eight spots left,so get them in, because I'm
telling you they're not going tolast long.
I assure you these are going togo quick, because this is such
(12:15):
a value and what we're going tobe doing is so awesome and
life-changing.
So thank you so much forlistening and we will talk to
you next time.
Do you ever feel like practice ownership is just way
more stressful than it should be?
Like you're constantly solvingproblems, you're constantly
managing the people and somehowyou still feel like you're just
behind, no matter how much workyou put in.
Well, you are not alone, andtoday I'm going to break down
the three core stressors thatmake the practice feel heavy and
(00:22):
exactly what you can do tolighten the load.
Now for those who don't know me, I'm Dr Paul Etchison and you
are listening to the DentalPractice Heroes podcast, where
we teach you, as a practiceowner, how to create a team
driven office that doesn'trequire you, so you can get the
freedom to do whatever you wantand live the life that you want.
I'm the author of two books ondental practice management, a
(00:45):
dental coach, and I'm the ownerof a five doctor practice in the
South suburbs of Chicago, and Iam here to help you get the
practice of your dreams.
So thank you so much forlistening.
Now let's talk about thesethree stressors.
Now I remember back maybe fiveor six years ago.
I was working with a life coachand she had asked me what are
the things that bring you stress?
(01:05):
And I was like girl everythingbrings me stress.
I hate everything and, honestly, that's how I felt at that time
.
It was really hard.
I felt so overwhelmed that, nomatter what got dropped onto my
plate, whatever questionsomebody brought me, whatever
task I needed to complete,whatever letter I got in the
mail whether it be from the IRSor the ADA or just like the
(01:28):
utility bills everything waspissing me off, and the thing
was it was more or less justbecause I was just overworked, I
was doing way too much and Ididn't realize it.
I just chalked it up to one ofthose things.
Well, hey, this is what it'slike owning a practice.
This is how it is.
Maybe it's me, maybe there'ssomething wrong with me, maybe I
(01:50):
just need to change myperspective.
I don't know about you, butchanging perspective, I think
that helps for some people.
It didn't really work for me.
So what I did is I sat down andI strategized with my life
coach and we came up with a biglist of the things that were
stressing me out and it was abig list, let me tell you.
But we started coming up withsolutions for every single one
of these things.
So I want to do that with youright now.
Let's go through what I think isthe biggest three stressors for
(02:10):
a dental practice owner, andyou'll see how this ties into my
coaching methods, because thisis what I believe really makes
owning a practice awesome, whenyou can handle these three
things.
So number one, I mean thebiggest stressor you always have
as a dental practice owner, itis always the team, is it not?
I mean, nothing wears you outfaster than team drama.
(02:30):
Sometimes you just want to lookat your team members and say,
god, can't you just be cool?
Can't you just relax and chillout and stop making everything
such a big deal?
But the fact of the matter isthat is life and that's the way
it is and that's how it is inmanagement.
This is part of management.
Now, if you only had to manageyour team and that was your sole
(02:51):
job, great, maybe it wouldn'tbe so difficult.
But the fact of the matter isis that you're the leader of the
practice, you're also theclinician, you're also the
bookkeeper, you're doing allthese things.
So it makes it hard to do.
So what does this feel like whenthe team is stressing you out?
I mean, it might be thoseconstant questions and guidance
what should I do?
Some team members not gettingalong.
(03:11):
They don't like the way thatsomebody looked at them with a
tone perhaps I don't know andyou just become the go-to person
for every fire.
So how do we solve this?
And a lot of people would say,well, let's figure out ways.
So the team, and that theydon't ask us questions and they
don't do this, and I thinkthat's part of it too.
But what I think really helpspractice owners and I see it
with my coaching clients so muchis building a leadership team.
(03:34):
You've got to build leadersaround you that can help you
manage your team so that you canfocus on bigger things and not
get sucked into every littlefire that happens.
Bigger things and not getsucked into every little fire
that happens.
So what do you do?
You find the people that arerespected on your team and you
give them responsibilities andyou teach them how to lead.
This is what we do in all ofour coaching.
We start to create somestructure and give our leaders
(03:57):
autonomy so that they can learnjust like you learned learn from
your mistakes.
Then the other thing is we'vegot to create some structure for
communication andaccountability, and this is
going to be meetings.
You've got to meet with yourleads.
You've got to meet with them asa group, as a lead meeting.
You've got to meet with yourleads one-on-one.
Now they need to be alsomeeting with their departments
(04:17):
one-on-one.
And then we need to also bemeeting as a team.
So we've got to give the teamand everybody on it an outlet
for communication so that theycan discuss things that are
bothering them.
Because, let's face it, everysingle team drama thing that's
happening at your office, Iguarantee it, guarantee it, it
could be solved if people wouldjust tell each other how they
(04:38):
feel about whatever they'refeeling about.
But where the problems happenis people don't feel like they
should have to tell people howthey feel.
People don't see that there'stwo perspectives to the story.
They just keep it inside andthey build resentment, and
that's when things go awry.
Am I right?
Yes, you know I'm right becauseyou've lived it.
So when you don't have thatleadership team to insulate you
(05:01):
from all those little issues,you essentially become the
leadership team, and that isabsolutely exhausting.
It is not hard to set up aleadership team and we've done
it with so many clients, I canpromise you.
I can promise you, we've got itdown to a science.
You can do this in yourpractice, all right.
Let's talk about stressor numbertwo.
This is overwhelm and decisionfatigue.
(05:22):
This is when you're feelinglike you're carrying everything
on your shoulders and, oh mygosh, is it so easy to martyr
yourself just to be that personthat sacrifices everything for
everybody?
And just woe is me.
Yeah, I've been there.
You're wearing 15 hats, everysingle decision comes through
you, and the worst part of it isthat, when you have to
(05:46):
constantly follow up with peopleto make sure they're getting
the things done, why is life sohard?
I've been there, right.
So what does this come from?
I mean, it comes from a lack ofclarity, that no one really
knows exactly what to do.
You're repeating yourself,you're telling them this and
that, and there is no realstructure or clarity around who
does what or how they'resupposed to do it.
And you'll see this show up insome team issues, where maybe
(06:09):
Susie feels like she's doing somuch work than everybody else,
and then Jenny is over here onher phone.
Well, susie's like well, whyisn't Jenny helping me with
these things?
I'm so busy.
But then Jenny's like well, Igot all my responsibilities done
, so I'm just going to look atmy phone a little bit, not even
thinking that Susie maybe needssome help, but nobody says
anything and nobody's assignedto whose responsibilities or
(06:32):
what.
So everybody just gets pissedoff and thinks that they're
doing too much, and everybodybecomes a martyr.
So here's what you need to do.
This is where the systems comein.
This is why you need tosystematize your practice.
You got to create the checklist, you got to create the
protocols, you got to giveownership to the people that
need to do these tasks.
You need to have certain peopleresponsible for things.
(06:53):
Look at the systems that havefailed in your office and ask
yourself this who wasresponsible for this?
And a lot of the times, it'sthat you gave a responsibility
to an entire department, and asdepartments get bigger and they
share a responsibility, thingsstart to fall through the cracks
you need to talk about.
This is what we need done.
(07:13):
This is when we need it done bywho is going to be responsible
for this every week, every day,every month, whatever it is,
depending on the task.
This is where systemizationcomes in, and this is what the
DPH Omni Practice Program isabout.
We go A to Z.
We start at the beginning themost basic checklist and the
basic protocols and we get allthe way to the most detailed
ones, like how do we handlecancellations?
(07:33):
How do we handle people whodon't want to pay their bill?
How do we handle objectionsfrom patients?
So you can systematize all thisstuff and when you do, you
don't need to hustle harder,because you've got that
structure.
Everybody knows what to do,everybody knows why they're
doing it and everybody knowsthat, since we have the
structure, they don't need toask if other things are getting
(07:57):
done.
If everybody does their partand fulfills their commitment to
the team, things run withoutyou following up on it.
And that weight off yourshoulders, my God, it feels so
good to get rid of.
And I promised you can do this,but I get it.
You're being the dentist fourdays a week and it's hard to
find the time to do these thingswhen you're constantly in the
chair, which brings us tostressor number three, patient
(08:19):
care and the clinical demands.
It is very difficult to runyour business when all you're
doing is being a dentist 100% ofthe time.
You can't step away from thechair without losing income.
You might think.
You might think you've got towork harder, more hours, or you
got to work faster and all thesethings.
You've got this pressure toproduce and it takes away all
your time from the other thingsthat could really free you and
(08:41):
give you the freedom that youreally want.
So how do you solve this?
How do you get away from thechair?
And this is at the heart of whatwe do at Dental Practice Heroes
is we create the systems, wecreate the structure, but we
start getting creative with yourschedule.
We install the deep age blockscheduling, we set your schedule
up in a way that it makes sensethat you can have consistent
high production days, and thenwe teach your team how to
(09:03):
execute on those.
So you set up the schedule, youcreate all the systems that
increase your efficiency, thathelp you be able to do things
faster, and you start condensingthat time.
You start doing four days worthof production in two days,
maybe two and a half days, andeventually you get your business
to a point where you can bringon associate producers so that
you can cut yourself completelyout of the production if you
(09:25):
want.
But it's all that system andfollowing the process.
So one thing you could do withyour schedule is limiting the
amount of appointments you'rewilling to see in a day and
making sure that a certainamount of those appointments are
higher production procedureslike crowns.
So if you saw at least twocrown procedures every single
day, I assure you your days willbe way more chill and you would
(09:48):
make way more money.
But the thing is is we don'tput any structure into our
schedule and then we wonder whywe're so burnt out.
We see 15 patients and each ofthem requires three class two
fillings and then we want to gohome and just drive our car into
a tree.
I mean, I don't want to doclass two fillings.
Do you want to do more classtwo fillings?
I remember being in Chicago atthe midwinter meeting and having
(10:08):
a rep show me that like transilluminator thing where it would
trans illuminate the teeth andyou could diagnose more class
twos.
And I looked at him.
I said, man, I don't want to domore class twos.
And he said so you're morecomfortable knowing that they're
there and you didn't diagnosethem.
And I said, hell, yeah, whichfelt a little weird, but
honestly I don't want to do moreclass twos.
Does anyone want to do moreclass twos?
You know the way to do lessclass twos is to grow your
(10:29):
practice.
Put systems in it.
Step back and get associates todo all your class twos.
Hell is just doing back-to-backMOD, mod, mod.
I am almost positive.
I saw that somewhere in theBible, I don't know Anyway.
So think about the things thatare really stressing you at your
practice.
I guarantee you, no matter whatit is, if you sit there and you
(10:50):
write it down and you getcurious about it, you can find
solutions for every little thingthat bothers you and you can
create a life around thispractice that fulfills you and
adds to your life instead ofsubtracting from it.
So, practice ownership, itdoesn't need to feel bad when
you solve these three stresspoints.
The team issues the operationalchaos and that clinical
(11:11):
overwhelm that comes from beinga dentist.
All the time, you start showingup as the leader and not the
fixer or the grinder, and that'swhat I want for you and that's
what we help practice owners doevery single day.
We are kicking off thismastermind in September and it's
a 12-month program.
At the end of that 12-monthprogram, I want you to have a
leadership team that takes careof all this stuff for you.
I want you to have systems whereyou don't need to follow up and
(11:33):
ask if things are getting doneor be the answer person anymore,
and I want you to have aschedule that's so productive
you're able to cut back yourdays, and I can show you a way
to create a practice that givesyou the freedom that you deserve
, so you can show up for yourfamily or just spending a little
bit more me time working on thehobbies that you love.
So please go to our website,dental Practice Heroes, and set
(11:54):
up a strategy called me.
I will talk you through whatthis mastermind is all about and
what it can do for you, and Iassure you this is a group you
want to be part of.
It is shaping up to be such anawesome group of dentists.
I'm so excited for it.
We still got eight spots left,so get them in, because I'm
telling you they're not going tolast long.
I assure you these are going togo quick, because this is such
(12:15):
a value and what we're going tobe doing is so awesome and
life-changing.
So thank you so much forlistening and we will talk to
you next time.
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