July 28, 2025 • 23 mins
Case acceptance is down. Patients are confused. Your team is frustrated. Sound familiar? These are all signs your practice is out of alignment. Whether you own one practice or multiple locations, this episode will help you get everyone on the same page clinically — from the front office to hygienists, assistants, and doctors.
You’ll learn how to run effective calibration meetings that set clear clinical standards, get your team on board, and guide them without conflict. These tips will improve communication and cut out the chaos in your practice!
Topics discussed in this episode:
- The key to getting your team on the same page
- How to get your team engaged
- The first step to clinical calibration
- Why you should coach and not teach
- The role of SOPs and team buy-in
Take Control of Your Practice and Your Life
We help dentists take more time off while making more money through systematization, team empowerment, and creating leadership teams.
Ready to build a practice that works for you? Visit www.DentalPracticeHeroes.com to learn more.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Paul Etchison (00:02):
Is your team on the same page?
If you have to think about youranswer, then chances are
they're not, but no worries.
Today the DPH coaches and I aretalking about how to get your
team aligned, consistent andworking together.
Learn how to run effectivecalibration meetings, how to
coach rather than teach, andthat one special thing that you
need to do before you can geteverybody on the same page.
(00:23):
You are listening to the DentalPractice Heroes podcast, where
we teach dentists how to stepback from the chair, empower
their team and build a practicethat gives them their life back.
I'm your host, dr Paul Etcheson, dental coach, author of two
books on dental practicemanagement and owner of a large
four-doctor practice that runswith ease, while I work just one
(00:44):
clinical day a week.
If you're ready for a practicethat supports your life instead
of consuming it, you're in theright place.
My team of legendary dentalcoaches and I are here to guide
you on your path fromoverwhelmed owner to dental
practice hero.
Let's get started.
Welcome back to the DentalPractice Heroes podcast.
(01:05):
I am your host, dr PaulEdgerson, and today I'm joined
by my DPH coaches, dr HenryErnst, owner of an 18-op
practice in the Carolinas, andDr Steve Markowitz, who has a
six-practice group on the EastCoast and has a vacation home in
Nantucket that he is gettingready to.
I do not.
He is going, I do not.
He is going to have a vacationhome in Nantucket that he is
(01:25):
getting ready to.
I do not.
Here's Garo, I do not.
He's going to have a fancyweekend in Nantucket, so welcome
, let's go there for a weekend.
Welcome, steve.
Steve, thank you, pips.
Yeah, so Steve does not have ahome in Nantucket.
He has an estate, two homes.
Steve Markowitz (01:38):
That's why he's being humble, he we just spent
the past five to seven minutes.
I was telling them how much Ienjoy hanging out with these
guys, and the first thing theydo, as soon as Paul Press record
, is find a way to crap on me.
So I am pushing back.
Oh shit, dude, we're likebullies.
Paul Etchison (01:56):
Henry.
Steve Markowitz (01:56):
Yeah, I really, I'm really feeling.
Henry Ernst (01:58):
It's a sign of love , steve.
We only mess with people thatwe love, and it's both ways bro
I appreciate that.
Paul Etchison (02:09):
So today we are talking about you know getting.
We always talk about when wesee an office in chaos.
Typically it'll be like acoaching client presenting.
They'll say, hey, like you knowwhat, I got a department that's
not working out very well.
A lot of times I feel like it'sthe front desk.
It's like they don't know whatto do.
They don't know what's up there.
But we rarely ever talk abouthow to get everybody on the same
page clinically.
How do we get consistency inour clinical department on the
backend?
Because what we're looking forand what our patients are
(02:30):
looking for as consumers as ourpatients are consumers is
they're looking for a consistentexperience.
I always say they want what Igot last time, I'm getting it
this time.
If I send anybody to you, theywill also get that same
treatment.
So how do we get our clinicalteams on the same page?
So I'll go to you first, henry.
(02:50):
Like I mean when yourexperience, like when people
don't nail this.
Henry Ernst (02:52):
What does this look like?
It's really challenging as anowner of a multiple doctor
practice or even multiplehygiene practice.
You know, is the fact that it'sa Chick-fil-A sandwich, right?
If I have Chick-fil-A inChicago, nantucket, if they have
Chick-fil-A there I don't knowif they allow them Never or
Charlotte, or, you know, southCarolina, it should be the same,
it should be the same quality,should be the same consistency
(03:12):
everywhere, and that's the hardsecret sauce that you have as an
owner.
And what I've found that'sreally, really valuable is what
I call calibration meetings.
So a calibration meeting is youknow, you got a new doctor.
That's starting Like in ourpractice.
We typically have four to fivedoctors.
We typically have doctormeetings once a month.
New doctor comes on board.
A good time to just reinstitutethose calibrations.
(03:35):
Like, hey, we'll show picturesof a tooth with a broken
mesiobuccal cusp, right?
What's the standard for this,right?
If we have a broken cusp, we'renot doing a big humongous
restoration fill.
You know the standard for this,right?
If we have a broken cusp, we'renot doing a big humongous
restoration fill.
You know a filling or somethinglike that.
We're doing a crown, if youlike, an onlay.
You know something like that Ifwe see this decay this deep,
we're always going to add a rootcanal preemptively, just to say
(03:56):
, you know, as worst case.
So if we're removing all theteeth in the office and we're
doing a denture case, we'realways going to give them the
backup of implant over denture,right?
So all of us should be the sameand those calibration meetings
are very valuable to make surewe're the same.
And that goes for hygiene too.
Like I know Paul we weretalking about the other night
(04:16):
like we have about eight, ninehygienists each, something like
that.
Does one hygienist recommendgum infection therapy and does
another one not.
It should be some calibrated,like a scale gets calibrated, so
it's always the same.
That's the most important thing.
And your team should feelcomfortable.
A hygiene team, for example.
I love it when I'll see thehygienist in the hallway and
they're looking at a panoramicor they're looking at some bite
(04:37):
wings and looking at, they'relike what do you think about
this case?
And they're discussing it witheach other, right?
So they don't feel like, oh myGod, I'm going to be wrong.
You know, it's okay to be liketo be in the middle, right,
because this is dentistry, we'repracticing dentistry, but I
love the calibration meetings.
Those are really important.
You also have to setcalibrations for your team
that's going to bring theinformation to you.
(04:59):
So let's talk about dentalassistants.
Are we always taking in-rollphotos of that broken cusp Right
?
Are we just taking an x-ray, aPAA, and that doesn't mean
anything to a patient?
You show a patient an amalgamthat's broken and cracked and
you'll get more treatmentacceptance.
So we always have to calibratethem to make sure that we're
always having the sameinformation presented.
Paul Etchison (05:18):
Yeah, Like when they give you the picture of the
fractured marginal ridge andthere's a ton of spit bubbles on
it and it's like blurry andcoming from the side and you're
like what can I do with this?
Henry Ernst (05:28):
Yeah, so that should be a calibration right
there.
This is not acceptable.
We need clarity, right?
If I'm a patient, I'm making abig decision.
I want a clear picture, so takeanother one.
Paul Etchison (05:37):
So you know, just a hypothetical situation, Henry
, you're an associate, there'san associate in your practice
and rather than tell thatassistant right there, this is
an unacceptable photo, could youtake a better photo?
That associate goes and tellsthe lead assistant, so the lead
assistant could tell thatassistant that took the photo.
Do you have a asking for afriend?
(05:57):
Do you have a suggestion forthat associate?
That might be a better approach.
Henry Ernst (06:02):
Typically I preemptively treatment, plan the
case for a walk in the room.
So I'll take the x-rays, I'lltake the photos.
A lot of times the assistantwill be like next to me and I'll
just look at the pic maybe inthat spit bubble picture, and
I'll say you know what, I don'tthink this picture looks so
great.
You know, just if I was showingyou this tooth, you know, would
this make sense to you?
Let's just take a better one.
Do you need help with megetting the saliva out of the
way for you?
I think that comes at it asgood as possible.
Paul Etchison (06:25):
It's almost too simple.
Thank you, henry.
That's amazing.
You know that's an issue thatthe reason I'm asking is because
that has come up in my practiceand this is something we've
actually been working on.
Henry Ernst (06:34):
We've had that happen before and we've just
said you know what, let's haveour next dental assistant
meeting, let's spend half thattime just practicing taking
inter-roll photos and maybe thepeople who take the best ones
can lead that and let's justconsistently take great photos.
I mean, photographs are thebiggest part when you're not
doing it.
I mean, you're true, in planacceptance it's down for a
reason.
Paul Etchison (06:54):
Well, you know it's funny, we just had this all
day meeting on Friday.
So we're having this meeting.
I'm speaking, I'm like, hey,let's do this exercise, this
exercise together, and what I'mtrying to do is to get more
direct confrontation or notconfrontation, just like
discussion.
And we came up with a lot ofissues.
That was one of the ones thatcame up and we would say, okay,
if you were an assistant and anyassistant, feel free to chime
(07:14):
in.
You know I've got nineassistants.
Feel free to chime in, you knowI've got nine assistants.
Feel free to chime in If youwanted to.
If someone was to tell you howthey needed that picture to be
different and they need you toretake it, how would you like to
be told.
And it was like, so simple.
But then we had this other onethat was like the front desk has
a patient go up there and thedoctor has said you need an
(07:35):
extraction, and didn't mentioncrap about the bone graft or the
membrane, but let the frontdesk then be the first person to
tell the patient about it.
So we're saying this ishypothetical, I'm not singling
out anybody and like Dr Steve's,like, is this about me?
I'm like this has nothing to dowith you, dr Steve.
And then I'm like, even thoughyou were the only one in this
practice that uses a membrane, Idon't want to single you out
and that uses a membrane, Idon't want to single you out.
(07:56):
And then, like the girls in theback, it's you, steve, it's you,
you do it, yeah.
And he's like, oh, I would justtell me, hey, it really screws
me over when that happens, nobig deal.
And I'm like, yes, yes, we cancommunicate.
So it's little things like that, getting everybody on the same
page clinically.
I mean, we mentioned thecalibration meetings, but that's
something too.
(08:16):
It's like, can we pleasemention the membrane in the bone
graft, so that the front deskis sitting there?
Like, hey, what is this?
Oh, I don't know.
The doctor didn't mention it.
Henry Ernst (08:25):
That's calibrating the treatment plants too.
I'll give you one example.
We do something called socketgel Sock.
You ever heard of that stuffthat you give for extractions?
Yeah, so years ago I found thatmaterial and I'm like, oh man,
it prevents dry sockets, that'sgreat.
So years ago we just said we'regoing to add this to every
single extraction and if there'smore than four extractions you
get two, you know, and stufflike that.
(08:45):
But the point is now it's asystem and it's automatic and
it's nice because we charge like20 bucks for it.
So we probably make a spread oflike 10, 12 bucks on it.
Paul Etchison (08:55):
But that's the reason we have so much less
post-op visits or dry socketspotentially, but Tell people
what it is if they're listeningand they don't know.
Henry Ernst (09:02):
So it's called socket gel.
They're not a sponsor of theprogram.
It's just like a tube.
It comes in a big red tube andI think it costs about seven or
eight bucks and you give it tothe patient and it has like a
little instruction thing.
A little instruction thing andbasically what they do is they
can put it on their gauze forthe first day or two or they
could just squirt it directly inthere and it's just a gel and
(09:22):
the studies have shown that itprevents dry sockets.
And I can't tell you it reallyhit me when we started using it
a lot and patients would come inand they were they had an
extraction done like four orfive days ago Like, oh, I'm on
that socket gel, can I buyanother one?
Because there was justsomething about it.
And so I mean we have a hugebox of it and we always I think
there's like an open dentalwhere you can click extraction.
(09:43):
It's dummy proof.
It automatically clicks thesocket gel.
Paul Etchison (09:47):
I like that.
That's really cool.
Well, hey, Steve, you've beensitting here so patiently.
Steve Markowitz (09:52):
Dude, I'm just timing myself.
I was quiet for nine minutes.
I know that is the longest I'veever not spoke in history in
history in history.
Paul Etchison (10:00):
Yeah, it's like when you're like when you can
tell your wife just touched thethermostat, like you know
something's wrong and you don'tknow what it is, you're just
after a while you're likesomething changed.
That's what I felt right there.
I felt like Steve.
Steve Markowitz (10:09):
If anyone's watching the video, I'm like
tweaking out, I'm.
Henry Ernst (10:13):
You touched the thermostat.
I haven't touched thethermostat in 25 years of
marriage.
Bro, are you serious?
No, how do you live?
Steve Markowitz (10:20):
Very cold.
I just live.
She keeps it cold.
Oh, we're rocking.
Henry Ernst (10:23):
She keeps it cold.
Steve Markowitz (10:24):
I'm good Live cold and happy.
Paul Etchison (10:26):
Oh God, we are warm and I can't get any more
naked I am literally like 71degrees in here.
This is exciting at 40 yearsold, damn, okay.
Hey, we're kind of getting inthe weeds.
(10:47):
I love it.
Hey, stephen.
Stephen from Nantucket.
Steve Markowitz (10:51):
What's happening.
So let's turn back to gettingeveryone on the same page.
Paul Etchison (10:55):
Clinically, yes, that's what we're bringing in.
Steve Markowitz (10:57):
I have a couple things.
I wrote them down so you knowthey're true.
Even before the calibrationmeetings, which I think are
amazing, you need to set yourown standards, so you need to go
through every procedure andwrite it down.
This is what we're going to dowhen we need a crown.
This is when we're going torecommend scaling.
This is when we're going torecommend I don't know
debridement.
(11:17):
This is where we're going torecommend the 4346 gingivitis
code.
This is where we're going torecommend and define it for
yourself.
Understand how you want tocommunicate that with the team,
and then you can create thosecalibration meetings, because
you will have everyone be ableto see what your standard of
excellence is.
That's step one.
Step two is, especially whenyou're a multi-doctor,
(11:38):
multi-provider practices, thosecalibration meetings are awesome
.
Henry beat that up and did agreat job.
The third point that I wrotedown that, I think, is something
that I talk about with mydoctors, associate doctors, all
the time is coaching momentsversus teaching moments, and
there's a distinct difference.
To me, a teaching moment is notanything particular, paul, kind
(12:00):
of what you were talking aboutin a group setting.
We're going to talk about thisthing.
We're not going to singleanyone out and now everyone's
sitting there and they're sayingI can't believe someone would
do that and they don't even knowthat I'm talking about them.
Who did that?
Coaching moments.
And what I encourage all of ourdoctors or any of our leaders
(12:22):
to do is create these coachingmoments.
Someone does something.
They take an x-ray that isn'tit's missing the apex.
So they take a picture thatlet's look at that together and
say we've set up our standardsin the moment.
Can you do me a favor and takethat?
Take that picture again.
Or let me show you how I wouldtake that picture, because this
person's tongue is the size oftheir face.
I know this is really hard.
Let me show you how I would doit.
Create as many coachingopportunities throughout the day
and then you'll see thatimprovement or that calibration
(12:45):
happen a lot quicker.
It's not that teaching doesn'twork.
Teaching works.
It just takes a hell of alonger because there's less
accountability through it.
So I would encourage everyoneto find as many coaching
opportunities and they happenevery day in a dental office
Take advantage of them.
Lead your team to understandwhy you're doing it, and then
you'll see them grow.
Paul Etchison (13:04):
Yeah, you know the why is important too,
because you mentioned the apexthing.
You may be like, oh my God, myassistant never gets the apex
and your assistant might go wait, you got a problem with my PAs.
I miss the top of the rootevery now and then, but damn, I
always get at least 95% of it.
You know they don't knowthey're like I got most of the
root.
What do you need?
(13:28):
You need that last little piece, that little nugget, doc.
Are we?
Steve Markowitz (13:29):
that particular Because they don't understand
when we acquire a new practiceand their clinical standards may
be very different than what weare used to.
The first thing I'll say to ahygienist or a doctor I was like
that's your tooth, what wouldyou want to do with that if that
was yours?
And just kind of see wherethey're at?
Today I had a hygienist tell methey had a tooth that was
savable.
(13:50):
It would need a root canal anda crown.
And I asked her she's newer tous.
I asked her I was like whatwould you do with that tooth?
And she's like, honestly, Iwould wait till it bothered me,
I would take it out and then I'dput an implant in.
And I was shocked by that,because it's a savable tooth, it
would need a root canal.
And it led to a conversation oflike Tell me more, why would
(14:10):
you, in your experiences, ledyou to think that that's the
appropriate situation.
Henry Ernst (14:15):
Is that an experienced hygienist?
That's an experienced hygienist?
Yeah, because they've seenstuff fail and they're like I
wouldn't put that money intothat thorn tooth.
Steve Markowitz (14:23):
Yeah, but even in this situation, there's just
so much good that can come outof that, just by having
understanding where they're at.
And their first thing is likewell, I'm not, I don't have DDS
after my name, I'm, you know,I'm just the assistant.
I'm like no, no, no, no, no.
You've seen more teeth thanactually some of these doctors
have Come over here.
Let's talk this out.
And those are the moments wherewe can actually learn where
(14:46):
they're at and then coach themto calibrate to where, how we
see things.
Paul Etchison (14:51):
Yeah, that's a great point.
I love that you brought that up.
You know, one thing that poppedin my head was just having some
sort of SOP, standard procedure, you know, or what standard of
protocol?
What is SOP, standard OperatingProcedure?
Ah, standard OperatingProcedure.
See, you know, I've beenabbreviating so long I forgot
who invented it.
But you know, having somethingfor, like, what x-rays do we
(15:13):
take?
When do we take panos?
That's like the thing thatcomes up.
I see it in a lot of coachingclients' offices.
I want my team to take morepanos.
We're missing the opportunityfor that revenue and we're not
getting the information and blah, blah blah.
And there is no protocol ofwhen do we take this.
Ideal time for us to take apano at my office is, you know,
when the eight and nine haveerupted and seven and ten are
(15:34):
coming.
That's when we want it.
We want it then, and thentypically we'll time it every
five years after that, whichwill give us canine eruption,
will give us wisdom teetheruption.
Those are the three thingswe're looking at for.
Steve Markowitz (15:44):
Yeah, that's a great point, paul.
I think, starting with x-rays,x-ray protocols, perio protocols
when do I crown a tooth?
Are probably the three areas Iwould start.
Henry Ernst (15:54):
yeah, when introducing calibrations one of
the things that I found veryvaluable, that I did years ago
when we started having, you know, hiring front desk people who
had no experience in dentistry.
I created a video.
It's about an hour long.
It's called dentist, we call itdentistry for dummies and
basically it just starts from,like, a point of view like you
(16:16):
have no idea from dentistry, youhave no idea from anything
about dentistry.
It talks about what is a crown,when do we do a crown?
When do we do a filling?
What is gum infection therapy?
Why do we do it?
You know what is sedation, whatare our expectations?
And it's very dummy proof,no-transcript.
(17:00):
Do we think it would be a goodidea if we have something that
we can ask them if they'd likeus to put on their teeth?
That'll make it better?
Oh, yeah, that's great.
So we use Brush Bond or Glumaand other offices use it.
Why don't we just offer it tothem?
And what do we think we shouldcharge?
Hey, 35, 40 bucks, that soundsfair.
(17:20):
Okay, great, let's do it.
Let's make a pact that we'realways going to ask every single
patient sensitive teeth, thatwe're going to offer this
service to them.
So it makes a pact.
It doesn't just stand from atop like a bully pulpit and say,
okay, this is scaling and rootplanning, this is what we're
going to do here.
You're basically saying isthere value?
And they say yes, and then weall agree that we'll be a better
clinical team if we offer thisand do this.
Paul Etchison (17:39):
I think what I hear you saying, henry, a good
point, is that these proceduresand these protocols that we're
creating as practice owners aremuch more likely to stick if we
involve the team and the ownerdoctor doesn't need to sit there
alone in the office and writeall these things by themselves.
Involve your team, like what doyou guys think?
I mean, I can't tell you howmany situations with my team
(18:01):
that, from their perspective,just seem like there's an easy
solution, and when I discuss itwith them and they see all
perspectives, they go shit, yeah, I don't know what to do now.
Well, that's in my position.
There's no good answers.
Henry Ernst (18:14):
Yeah, do know.
Well, that's in my position.
There's no good answers.
Yeah, I'll give you one or twogood examples here is like maybe
after COVID, like the world wasjust a shit show everywhere.
And I remember there was aperiod of time where we didn't
do these meetings like wenormally do, and I remember
there was a patient that I sawit wasn't my patient, I don't
really see new patients so thispatient, 99 dentists out of 100
were triumphant.
Two crowns on these two teeth,two was eight and nine and I put
(18:35):
it on a platter, a silverplatter for the associate.
I talked to the patient, I said, yeah, one of them already had
a root canal, the other one wasreally, really broken.
And so I said, oh, you need twocrowns.
This is why blah, blah, blahbut you know I need one of my
other doctors to do this, he'sreally good at this and she said
, yes, and then, about an hourlater, I looked at the chart and
I saw that it had one crown andone filling.
Steve Markowitz (18:59):
And I was just like what, why?
Henry Ernst (19:02):
And I tried to explain to this young associate
doctor.
I said listen, you think you'rea hero, donna, sometimes like
you're going to be thispatient's best friend, you're
going to come in there and beball this tooth is going to
break very soon and why.
You made your life harder too.
It would have been so mucheasier to just put two crowns.
You made your life harder.
So this was this instance where, if we continually had those
meetings, that wouldn't havehappened.
Steve Markowitz (19:24):
Yeah absolutely Even before that, henry.
Like when you have multipledoctors like that and you guys
are saying different things,people you're in the dental
office they're already adverseto trusting what's going to be
happening and when they hearthey don't hear consistency.
That's right.
They don't get that Chick-fil-Asandwich the same way every
single time.
They're going to be less apt totrust anything that they hear.
(19:44):
Yeah, so even like part ofthese calibration meetings is
like why is it so important thatwe're all on the same page?
Because we need our patients totrust us and if I'm saying
something different in this roomthan you are in the next, we
are fighting each other andtaking worse care of our
patients.
Henry Ernst (20:01):
And it's hard at dentistry because there's no
magic button you can touch atooth with that says boop, boop,
boop, boop, boop.
Crown.
Boop, boop, boop, boop, boop.
Filling right, Not yet.
It's coming.
It's probably probably coming.
We all three of us could seethree different things and it
could be real quick here on theum, calibration of the team and
x-rays and stuff like that.
Sometimes I feel like our teamwould get our dentist too, would
(20:21):
get so bogged down.
And this is an emergencypatient.
They come in with broken toothnumber four.
We can only look at toothnumber four right now.
Remember I started seeingemergencies, you know new
patients for a short period oftime when we were short of doc
and all of a sudden I showed thedoctor.
So I was like, look, I got thispatient that comes in with
number four, but I've got apanorex of all the other teeth.
Now I'm telling them you knowwhat?
(20:41):
Yeah, this tooth needstreatment, but you know what
these other four teeth do.
And now, next thing, you knowI've got four crowns and two
root canals and been so stuck onthat one tooth.
There's no rule that you can'ttell them and offer them what
they actually need, and they'reafraid to do that sometimes.
Paul Etchison (20:57):
Well, I think you actually screw the patient over
sometimes doing that too.
Doing where you don't isbecause there's been a number of
times and maybe somebodylistening can relate to this is
where you did that single tooth.
You fixed number four, you hada root canal and crown on and
then they had rampant decay allover the hell place.
And then they come back andthey're like, well, shit, I'm
out of money and I'm like youknow what we should have done
with that number four?
(21:18):
We should have yanked thatsucker out.
We could have fixed like sevenor eight, nine teeth for that
same amount of money Exactly.
And it's like you're kind ofreally not giving them the whole
picture.
So, yeah, great discussion guys.
So I honestly, hey, if you'relistening to this and you want a
better running practice andyou're I mean, just listen to
Steve and Henry here what wouldit be like if you had somebody
looking at your practice everymonth, talking to you, giving
(21:42):
you complete focus on how tomake your practice better?
Do you think working witheither of these guys could help
you?
And I think that's an obviousyes.
I mean so much knowledge hereand we went in a lot of
different directions, but Ithink it was really great.
And you know what?
Henry actually posted hisDentistry 101 video on our Hero
Collective community, to which Iwatched and realized my
Dentistry 101 video is not verygood because there's a lot of
(22:05):
things I watched in Henry's andI go damn it.
I forgot I should have put thatin there.
And now I'm like, well, I'llmake an addendum to my video.
I'll make an addendum to myvideo.
It's, I can't addend it, I haveto redo the whole damn thing.
Henry Ernst (22:13):
Sharing is caring.
You can just give it mine ifyou want to, man.
Paul Etchison (22:16):
Well, no, I don't want to do that.
Then you're the authority.
I like being dude.
Come on, I want my team to seeme as, like the guy, I'm the guy
.
So if you're thinking aboutworking with a coach, check it
out at dentalpract.
Is your team on the same page?
If you have to think about youranswer, then chances are
they're not, but no worries.
Today the DPH coaches and I aretalking about how to get your
team aligned, consistent andworking together.
Learn how to run effectivecalibration meetings, how to
coach rather than teach, andthat one special thing that you
need to do before you can geteverybody on the same page.
(00:23):
You are listening to the DentalPractice Heroes podcast, where
we teach dentists how to stepback from the chair, empower
their team and build a practicethat gives them their life back.
I'm your host, dr Paul Etcheson, dental coach, author of two
books on dental practicemanagement and owner of a large
four-doctor practice that runswith ease, while I work just one
(00:44):
clinical day a week.
If you're ready for a practicethat supports your life instead
of consuming it, you're in theright place.
My team of legendary dentalcoaches and I are here to guide
you on your path fromoverwhelmed owner to dental
practice hero.
Let's get started.
Welcome back to the DentalPractice Heroes podcast.
(01:05):
I am your host, dr PaulEdgerson, and today I'm joined
by my DPH coaches, dr HenryErnst, owner of an 18-op
practice in the Carolinas, andDr Steve Markowitz, who has a
six-practice group on the EastCoast and has a vacation home in
Nantucket that he is gettingready to.
I do not.
He is going, I do not.
He is going to have a vacationhome in Nantucket that he is
(01:25):
getting ready to.
I do not.
Here's Garo, I do not.
He's going to have a fancyweekend in Nantucket, so welcome
, let's go there for a weekend.
Welcome, steve.
Steve, thank you, pips.
Yeah, so Steve does not have ahome in Nantucket.
He has an estate, two homes.
Steve Markowitz (01:38):
That's why he's being humble, he we just spent
the past five to seven minutes.
I was telling them how much Ienjoy hanging out with these
guys, and the first thing theydo, as soon as Paul Press record
, is find a way to crap on me.
So I am pushing back.
Oh shit, dude, we're likebullies.
Paul Etchison (01:56):
Henry.
Steve Markowitz (01:56):
Yeah, I really, I'm really feeling.
Henry Ernst (01:58):
It's a sign of love , steve.
We only mess with people thatwe love, and it's both ways bro
I appreciate that.
Paul Etchison (02:09):
So today we are talking about you know getting.
We always talk about when wesee an office in chaos.
Typically it'll be like acoaching client presenting.
They'll say, hey, like you knowwhat, I got a department that's
not working out very well.
A lot of times I feel like it'sthe front desk.
It's like they don't know whatto do.
They don't know what's up there.
But we rarely ever talk abouthow to get everybody on the same
page clinically.
How do we get consistency inour clinical department on the
backend?
Because what we're looking forand what our patients are
(02:30):
looking for as consumers as ourpatients are consumers is
they're looking for a consistentexperience.
I always say they want what Igot last time, I'm getting it
this time.
If I send anybody to you, theywill also get that same
treatment.
So how do we get our clinicalteams on the same page?
So I'll go to you first, henry.
(02:50):
Like I mean when yourexperience, like when people
don't nail this.
Henry Ernst (02:52):
What does this look like?
It's really challenging as anowner of a multiple doctor
practice or even multiplehygiene practice.
You know, is the fact that it'sa Chick-fil-A sandwich, right?
If I have Chick-fil-A inChicago, nantucket, if they have
Chick-fil-A there I don't knowif they allow them Never or
Charlotte, or, you know, southCarolina, it should be the same,
it should be the same quality,should be the same consistency
(03:12):
everywhere, and that's the hardsecret sauce that you have as an
owner.
And what I've found that'sreally, really valuable is what
I call calibration meetings.
So a calibration meeting is youknow, you got a new doctor.
That's starting Like in ourpractice.
We typically have four to fivedoctors.
We typically have doctormeetings once a month.
New doctor comes on board.
A good time to just reinstitutethose calibrations.
(03:35):
Like, hey, we'll show picturesof a tooth with a broken
mesiobuccal cusp, right?
What's the standard for this,right?
If we have a broken cusp, we'renot doing a big humongous
restoration fill.
You know the standard for this,right?
If we have a broken cusp, we'renot doing a big humongous
restoration fill.
You know a filling or somethinglike that.
We're doing a crown, if youlike, an onlay.
You know something like that Ifwe see this decay this deep,
we're always going to add a rootcanal preemptively, just to say
(03:56):
, you know, as worst case.
So if we're removing all theteeth in the office and we're
doing a denture case, we'realways going to give them the
backup of implant over denture,right?
So all of us should be the sameand those calibration meetings
are very valuable to make surewe're the same.
And that goes for hygiene too.
Like I know Paul we weretalking about the other night
(04:16):
like we have about eight, ninehygienists each, something like
that.
Does one hygienist recommendgum infection therapy and does
another one not.
It should be some calibrated,like a scale gets calibrated, so
it's always the same.
That's the most important thing.
And your team should feelcomfortable.
A hygiene team, for example.
I love it when I'll see thehygienist in the hallway and
they're looking at a panoramicor they're looking at some bite
(04:37):
wings and looking at, they'relike what do you think about
this case?
And they're discussing it witheach other, right?
So they don't feel like, oh myGod, I'm going to be wrong.
You know, it's okay to be liketo be in the middle, right,
because this is dentistry, we'repracticing dentistry, but I
love the calibration meetings.
Those are really important.
You also have to setcalibrations for your team
that's going to bring theinformation to you.
(04:59):
So let's talk about dentalassistants.
Are we always taking in-rollphotos of that broken cusp Right
?
Are we just taking an x-ray, aPAA, and that doesn't mean
anything to a patient?
You show a patient an amalgamthat's broken and cracked and
you'll get more treatmentacceptance.
So we always have to calibratethem to make sure that we're
always having the sameinformation presented.
Paul Etchison (05:18):
Yeah, Like when they give you the picture of the
fractured marginal ridge andthere's a ton of spit bubbles on
it and it's like blurry andcoming from the side and you're
like what can I do with this?
Henry Ernst (05:28):
Yeah, so that should be a calibration right
there.
This is not acceptable.
We need clarity, right?
If I'm a patient, I'm making abig decision.
I want a clear picture, so takeanother one.
Paul Etchison (05:37):
So you know, just a hypothetical situation, Henry
, you're an associate, there'san associate in your practice
and rather than tell thatassistant right there, this is
an unacceptable photo, could youtake a better photo?
That associate goes and tellsthe lead assistant, so the lead
assistant could tell thatassistant that took the photo.
Do you have a asking for afriend?
(05:57):
Do you have a suggestion forthat associate?
That might be a better approach.
Henry Ernst (06:02):
Typically I preemptively treatment, plan the
case for a walk in the room.
So I'll take the x-rays, I'lltake the photos.
A lot of times the assistantwill be like next to me and I'll
just look at the pic maybe inthat spit bubble picture, and
I'll say you know what, I don'tthink this picture looks so
great.
You know, just if I was showingyou this tooth, you know, would
this make sense to you?
Let's just take a better one.
Do you need help with megetting the saliva out of the
way for you?
I think that comes at it asgood as possible.
Paul Etchison (06:25):
It's almost too simple.
Thank you, henry.
That's amazing.
You know that's an issue thatthe reason I'm asking is because
that has come up in my practiceand this is something we've
actually been working on.
Henry Ernst (06:34):
We've had that happen before and we've just
said you know what, let's haveour next dental assistant
meeting, let's spend half thattime just practicing taking
inter-roll photos and maybe thepeople who take the best ones
can lead that and let's justconsistently take great photos.
I mean, photographs are thebiggest part when you're not
doing it.
I mean, you're true, in planacceptance it's down for a
reason.
Paul Etchison (06:54):
Well, you know it's funny, we just had this all
day meeting on Friday.
So we're having this meeting.
I'm speaking, I'm like, hey,let's do this exercise, this
exercise together, and what I'mtrying to do is to get more
direct confrontation or notconfrontation, just like
discussion.
And we came up with a lot ofissues.
That was one of the ones thatcame up and we would say, okay,
if you were an assistant and anyassistant, feel free to chime
(07:14):
in.
You know I've got nineassistants.
Feel free to chime in, you knowI've got nine assistants.
Feel free to chime in If youwanted to.
If someone was to tell you howthey needed that picture to be
different and they need you toretake it, how would you like to
be told.
And it was like, so simple.
But then we had this other onethat was like the front desk has
a patient go up there and thedoctor has said you need an
(07:35):
extraction, and didn't mentioncrap about the bone graft or the
membrane, but let the frontdesk then be the first person to
tell the patient about it.
So we're saying this ishypothetical, I'm not singling
out anybody and like Dr Steve's,like, is this about me?
I'm like this has nothing to dowith you, dr Steve.
And then I'm like, even thoughyou were the only one in this
practice that uses a membrane, Idon't want to single you out
and that uses a membrane, Idon't want to single you out.
(07:56):
And then, like the girls in theback, it's you, steve, it's you,
you do it, yeah.
And he's like, oh, I would justtell me, hey, it really screws
me over when that happens, nobig deal.
And I'm like, yes, yes, we cancommunicate.
So it's little things like that, getting everybody on the same
page clinically.
I mean, we mentioned thecalibration meetings, but that's
something too.
(08:16):
It's like, can we pleasemention the membrane in the bone
graft, so that the front deskis sitting there?
Like, hey, what is this?
Oh, I don't know.
The doctor didn't mention it.
Henry Ernst (08:25):
That's calibrating the treatment plants too.
I'll give you one example.
We do something called socketgel Sock.
You ever heard of that stuffthat you give for extractions?
Yeah, so years ago I found thatmaterial and I'm like, oh man,
it prevents dry sockets, that'sgreat.
So years ago we just said we'regoing to add this to every
single extraction and if there'smore than four extractions you
get two, you know, and stufflike that.
(08:45):
But the point is now it's asystem and it's automatic and
it's nice because we charge like20 bucks for it.
So we probably make a spread oflike 10, 12 bucks on it.
Paul Etchison (08:55):
But that's the reason we have so much less
post-op visits or dry socketspotentially, but Tell people
what it is if they're listeningand they don't know.
Henry Ernst (09:02):
So it's called socket gel.
They're not a sponsor of theprogram.
It's just like a tube.
It comes in a big red tube andI think it costs about seven or
eight bucks and you give it tothe patient and it has like a
little instruction thing.
A little instruction thing andbasically what they do is they
can put it on their gauze forthe first day or two or they
could just squirt it directly inthere and it's just a gel and
(09:22):
the studies have shown that itprevents dry sockets.
And I can't tell you it reallyhit me when we started using it
a lot and patients would come inand they were they had an
extraction done like four orfive days ago Like, oh, I'm on
that socket gel, can I buyanother one?
Because there was justsomething about it.
And so I mean we have a hugebox of it and we always I think
there's like an open dentalwhere you can click extraction.
(09:43):
It's dummy proof.
It automatically clicks thesocket gel.
Paul Etchison (09:47):
I like that.
That's really cool.
Well, hey, Steve, you've beensitting here so patiently.
Steve Markowitz (09:52):
Dude, I'm just timing myself.
I was quiet for nine minutes.
I know that is the longest I'veever not spoke in history in
history in history.
Paul Etchison (10:00):
Yeah, it's like when you're like when you can
tell your wife just touched thethermostat, like you know
something's wrong and you don'tknow what it is, you're just
after a while you're likesomething changed.
That's what I felt right there.
I felt like Steve.
Steve Markowitz (10:09):
If anyone's watching the video, I'm like
tweaking out, I'm.
Henry Ernst (10:13):
You touched the thermostat.
I haven't touched thethermostat in 25 years of
marriage.
Bro, are you serious?
No, how do you live?
Steve Markowitz (10:20):
Very cold.
I just live.
She keeps it cold.
Oh, we're rocking.
Henry Ernst (10:23):
She keeps it cold.
Steve Markowitz (10:24):
I'm good Live cold and happy.
Paul Etchison (10:26):
Oh God, we are warm and I can't get any more
naked I am literally like 71degrees in here.
This is exciting at 40 yearsold, damn, okay.
Hey, we're kind of getting inthe weeds.
(10:47):
I love it.
Hey, stephen.
Stephen from Nantucket.
Steve Markowitz (10:51):
What's happening.
So let's turn back to gettingeveryone on the same page.
Paul Etchison (10:55):
Clinically, yes, that's what we're bringing in.
Steve Markowitz (10:57):
I have a couple things.
I wrote them down so you knowthey're true.
Even before the calibrationmeetings, which I think are
amazing, you need to set yourown standards, so you need to go
through every procedure andwrite it down.
This is what we're going to dowhen we need a crown.
This is when we're going torecommend scaling.
This is when we're going torecommend I don't know
debridement.
(11:17):
This is where we're going torecommend the 4346 gingivitis
code.
This is where we're going torecommend and define it for
yourself.
Understand how you want tocommunicate that with the team,
and then you can create thosecalibration meetings, because
you will have everyone be ableto see what your standard of
excellence is.
That's step one.
Step two is, especially whenyou're a multi-doctor,
(11:38):
multi-provider practices, thosecalibration meetings are awesome
.
Henry beat that up and did agreat job.
The third point that I wrotedown that, I think, is something
that I talk about with mydoctors, associate doctors, all
the time is coaching momentsversus teaching moments, and
there's a distinct difference.
To me, a teaching moment is notanything particular, paul, kind
(12:00):
of what you were talking aboutin a group setting.
We're going to talk about thisthing.
We're not going to singleanyone out and now everyone's
sitting there and they're sayingI can't believe someone would
do that and they don't even knowthat I'm talking about them.
Who did that?
Coaching moments.
And what I encourage all of ourdoctors or any of our leaders
(12:22):
to do is create these coachingmoments.
Someone does something.
They take an x-ray that isn'tit's missing the apex.
So they take a picture thatlet's look at that together and
say we've set up our standardsin the moment.
Can you do me a favor and takethat?
Take that picture again.
Or let me show you how I wouldtake that picture, because this
person's tongue is the size oftheir face.
I know this is really hard.
Let me show you how I would doit.
Create as many coachingopportunities throughout the day
and then you'll see thatimprovement or that calibration
(12:45):
happen a lot quicker.
It's not that teaching doesn'twork.
Teaching works.
It just takes a hell of alonger because there's less
accountability through it.
So I would encourage everyoneto find as many coaching
opportunities and they happenevery day in a dental office
Take advantage of them.
Lead your team to understandwhy you're doing it, and then
you'll see them grow.
Paul Etchison (13:04):
Yeah, you know the why is important too,
because you mentioned the apexthing.
You may be like, oh my God, myassistant never gets the apex
and your assistant might go wait, you got a problem with my PAs.
I miss the top of the rootevery now and then, but damn, I
always get at least 95% of it.
You know they don't knowthey're like I got most of the
root.
What do you need?
(13:28):
You need that last little piece, that little nugget, doc.
Are we?
Steve Markowitz (13:29):
that particular Because they don't understand
when we acquire a new practiceand their clinical standards may
be very different than what weare used to.
The first thing I'll say to ahygienist or a doctor I was like
that's your tooth, what wouldyou want to do with that if that
was yours?
And just kind of see wherethey're at?
Today I had a hygienist tell methey had a tooth that was
savable.
(13:50):
It would need a root canal anda crown.
And I asked her she's newer tous.
I asked her I was like whatwould you do with that tooth?
And she's like, honestly, Iwould wait till it bothered me,
I would take it out and then I'dput an implant in.
And I was shocked by that,because it's a savable tooth, it
would need a root canal.
And it led to a conversation oflike Tell me more, why would
(14:10):
you, in your experiences, ledyou to think that that's the
appropriate situation.
Henry Ernst (14:15):
Is that an experienced hygienist?
That's an experienced hygienist?
Yeah, because they've seenstuff fail and they're like I
wouldn't put that money intothat thorn tooth.
Steve Markowitz (14:23):
Yeah, but even in this situation, there's just
so much good that can come outof that, just by having
understanding where they're at.
And their first thing is likewell, I'm not, I don't have DDS
after my name, I'm, you know,I'm just the assistant.
I'm like no, no, no, no, no.
You've seen more teeth thanactually some of these doctors
have Come over here.
Let's talk this out.
And those are the moments wherewe can actually learn where
(14:46):
they're at and then coach themto calibrate to where, how we
see things.
Paul Etchison (14:51):
Yeah, that's a great point.
I love that you brought that up.
You know, one thing that poppedin my head was just having some
sort of SOP, standard procedure, you know, or what standard of
protocol?
What is SOP, standard OperatingProcedure?
Ah, standard OperatingProcedure.
See, you know, I've beenabbreviating so long I forgot
who invented it.
But you know, having somethingfor, like, what x-rays do we
(15:13):
take?
When do we take panos?
That's like the thing thatcomes up.
I see it in a lot of coachingclients' offices.
I want my team to take morepanos.
We're missing the opportunityfor that revenue and we're not
getting the information and blah, blah blah.
And there is no protocol ofwhen do we take this.
Ideal time for us to take apano at my office is, you know,
when the eight and nine haveerupted and seven and ten are
(15:34):
coming.
That's when we want it.
We want it then, and thentypically we'll time it every
five years after that, whichwill give us canine eruption,
will give us wisdom teetheruption.
Those are the three thingswe're looking at for.
Steve Markowitz (15:44):
Yeah, that's a great point, paul.
I think, starting with x-rays,x-ray protocols, perio protocols
when do I crown a tooth?
Are probably the three areas Iwould start.
Henry Ernst (15:54):
yeah, when introducing calibrations one of
the things that I found veryvaluable, that I did years ago
when we started having, you know, hiring front desk people who
had no experience in dentistry.
I created a video.
It's about an hour long.
It's called dentist, we call itdentistry for dummies and
basically it just starts from,like, a point of view like you
(16:16):
have no idea from dentistry, youhave no idea from anything
about dentistry.
It talks about what is a crown,when do we do a crown?
When do we do a filling?
What is gum infection therapy?
Why do we do it?
You know what is sedation, whatare our expectations?
And it's very dummy proof,no-transcript.
(17:00):
Do we think it would be a goodidea if we have something that
we can ask them if they'd likeus to put on their teeth?
That'll make it better?
Oh, yeah, that's great.
So we use Brush Bond or Glumaand other offices use it.
Why don't we just offer it tothem?
And what do we think we shouldcharge?
Hey, 35, 40 bucks, that soundsfair.
(17:20):
Okay, great, let's do it.
Let's make a pact that we'realways going to ask every single
patient sensitive teeth, thatwe're going to offer this
service to them.
So it makes a pact.
It doesn't just stand from atop like a bully pulpit and say,
okay, this is scaling and rootplanning, this is what we're
going to do here.
You're basically saying isthere value?
And they say yes, and then weall agree that we'll be a better
clinical team if we offer thisand do this.
Paul Etchison (17:39):
I think what I hear you saying, henry, a good
point, is that these proceduresand these protocols that we're
creating as practice owners aremuch more likely to stick if we
involve the team and the ownerdoctor doesn't need to sit there
alone in the office and writeall these things by themselves.
Involve your team, like what doyou guys think?
I mean, I can't tell you howmany situations with my team
(18:01):
that, from their perspective,just seem like there's an easy
solution, and when I discuss itwith them and they see all
perspectives, they go shit, yeah, I don't know what to do now.
Well, that's in my position.
There's no good answers.
Henry Ernst (18:14):
Yeah, do know.
Well, that's in my position.
There's no good answers.
Yeah, I'll give you one or twogood examples here is like maybe
after COVID, like the world wasjust a shit show everywhere.
And I remember there was aperiod of time where we didn't
do these meetings like wenormally do, and I remember
there was a patient that I sawit wasn't my patient, I don't
really see new patients so thispatient, 99 dentists out of 100
were triumphant.
Two crowns on these two teeth,two was eight and nine and I put
(18:35):
it on a platter, a silverplatter for the associate.
I talked to the patient, I said, yeah, one of them already had
a root canal, the other one wasreally, really broken.
And so I said, oh, you need twocrowns.
This is why blah, blah, blahbut you know I need one of my
other doctors to do this, he'sreally good at this and she said
, yes, and then, about an hourlater, I looked at the chart and
I saw that it had one crown andone filling.
Steve Markowitz (18:59):
And I was just like what, why?
Henry Ernst (19:02):
And I tried to explain to this young associate
doctor.
I said listen, you think you'rea hero, donna, sometimes like
you're going to be thispatient's best friend, you're
going to come in there and beball this tooth is going to
break very soon and why.
You made your life harder too.
It would have been so mucheasier to just put two crowns.
You made your life harder.
So this was this instance where, if we continually had those
meetings, that wouldn't havehappened.
Steve Markowitz (19:24):
Yeah absolutely Even before that, henry.
Like when you have multipledoctors like that and you guys
are saying different things,people you're in the dental
office they're already adverseto trusting what's going to be
happening and when they hearthey don't hear consistency.
That's right.
They don't get that Chick-fil-Asandwich the same way every
single time.
They're going to be less apt totrust anything that they hear.
(19:44):
Yeah, so even like part ofthese calibration meetings is
like why is it so important thatwe're all on the same page?
Because we need our patients totrust us and if I'm saying
something different in this roomthan you are in the next, we
are fighting each other andtaking worse care of our
patients.
Henry Ernst (20:01):
And it's hard at dentistry because there's no
magic button you can touch atooth with that says boop, boop,
boop, boop, boop.
Crown.
Boop, boop, boop, boop, boop.
Filling right, Not yet.
It's coming.
It's probably probably coming.
We all three of us could seethree different things and it
could be real quick here on theum, calibration of the team and
x-rays and stuff like that.
Sometimes I feel like our teamwould get our dentist too, would
(20:21):
get so bogged down.
And this is an emergencypatient.
They come in with broken toothnumber four.
We can only look at toothnumber four right now.
Remember I started seeingemergencies, you know new
patients for a short period oftime when we were short of doc
and all of a sudden I showed thedoctor.
So I was like, look, I got thispatient that comes in with
number four, but I've got apanorex of all the other teeth.
Now I'm telling them you knowwhat?
(20:41):
Yeah, this tooth needstreatment, but you know what
these other four teeth do.
And now, next thing, you knowI've got four crowns and two
root canals and been so stuck onthat one tooth.
There's no rule that you can'ttell them and offer them what
they actually need, and they'reafraid to do that sometimes.
Paul Etchison (20:57):
Well, I think you actually screw the patient over
sometimes doing that too.
Doing where you don't isbecause there's been a number of
times and maybe somebodylistening can relate to this is
where you did that single tooth.
You fixed number four, you hada root canal and crown on and
then they had rampant decay allover the hell place.
And then they come back andthey're like, well, shit, I'm
out of money and I'm like youknow what we should have done
with that number four?
(21:18):
We should have yanked thatsucker out.
We could have fixed like sevenor eight, nine teeth for that
same amount of money Exactly.
And it's like you're kind ofreally not giving them the whole
picture.
So, yeah, great discussion guys.
So I honestly, hey, if you'relistening to this and you want a
better running practice andyou're I mean, just listen to
Steve and Henry here what wouldit be like if you had somebody
looking at your practice everymonth, talking to you, giving
(21:42):
you complete focus on how tomake your practice better?
Do you think working witheither of these guys could help
you?
And I think that's an obviousyes.
I mean so much knowledge hereand we went in a lot of
different directions, but Ithink it was really great.
And you know what?
Henry actually posted hisDentistry 101 video on our Hero
Collective community, to which Iwatched and realized my
Dentistry 101 video is not verygood because there's a lot of
(22:05):
things I watched in Henry's andI go damn it.
I forgot I should have put thatin there.
And now I'm like, well, I'llmake an addendum to my video.
I'll make an addendum to myvideo.
It's, I can't addend it, I haveto redo the whole damn thing.
Henry Ernst (22:13):
Sharing is caring.
You can just give it mine ifyou want to, man.
Paul Etchison (22:16):
Well, no, I don't want to do that.
Then you're the authority.
I like being dude.
Come on, I want my team to seeme as, like the guy, I'm the guy
.
So if you're thinking aboutworking with a coach, check it
out at dentalpract.
Popular Podcasts
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
The Clay Travis and Buck Sexton Show
The Clay Travis and Buck Sexton Show. Clay Travis and Buck Sexton tackle the biggest stories in news, politics and current events with intelligence and humor. From the border crisis, to the madness of cancel culture and far-left missteps, Clay and Buck guide listeners through the latest headlines and hot topics with fun and entertaining conversations and opinions.
The Charlie Kirk Show
Charlie is America's hardest working grassroots activist who has your inside scoop on the biggest news of the day and what's really going on behind the headlines. The founder of Turning Point USA and one of social media's most engaged personalities, Charlie is on the front lines of America’s culture war, mobilizing hundreds of thousands of students on over 3,500 college and high school campuses across the country, bringing you your daily dose of clarity in a sea of chaos all from his signature no-holds-barred, unapologetically conservative, freedom-loving point of view. You can also watch Charlie Kirk on Salem News Channel