There's a reason why dental clinics are successful.
7 dental clinic directors and 1 dental management consultant speak
The essentials of dental management and operational know-how

Operating a dental hospital has different characteristics from operating a general hospital.
There are many problems that cannot be solved simply within the broad framework of 'medical management.'
This book delves into the unique management issues that arise only in dental practices, including patient consultation methods, the roles of hospital staff, the balance between covered and non-covered care, and how to build trust in the community.
A practical guide for dental clinicians struggling with management and growth.

Dreaming of a dental clinic where people are happy_Director Park Kyung-ah

Alps Dental Clinic's core values ​​are 'sincerity, gratitude, and growth through change.'
Integrity is the attitude of being honest and consistently doing our best in what we do.
We have the power to choose the right thing and make the effort whenever we feel like being lazy.
Sincerity is the biggest driving force that has made dentistry what it is today.
The secret to Alps Dental Clinic's success is to approach patients and colleagues with sincerity every day.
Gratitude is the feeling of accepting and appreciating what comes to us.
We have the power to be content and grateful for the little things that happen around us every day.
Gratitude towards patients and co-workers has become the pillars that support the dental culture.
--- p.30

Meetings, large and small, within the dental office serve their respective purposes and facilitate efficient operation, fostering a culture of communication and cooperation among members.
Through this process, the dental clinic fosters a sense of voluntary participation and lays the foundation for all employees to step up and contribute to the dental clinic's growth.
A meeting culture in which everyone participates is a process in which dental staff members take responsibility and do their best in their respective positions.
The director must keep the center of gravity on that path.
Within this culture, led by the director, employees gain pride and find true satisfaction in seeing their efforts lead to the advancement of dentistry.
This isn't just about increasing efficiency.
It is a process in which all members of the dental profession grow together, and through this, the dental profession grows.
Only when the members of the dental profession unite and grow into a community that acts as a single organism will the future of dentistry truly be realized through collaboration.
--- p.63


Employee Smiles Create Patient Satisfaction_Director Kim Young-wook

What our dental clinic pursues is not a perfect system or a sophisticated process.
We run our dental practice with warmth and trust.
When employees trust each other and that trust is passed on to patients, that is when a dental clinic truly becomes a dental clinic.
Patients do not only receive treatment at the dentist.
They find comfort and new strength at the dentist.
And that power returns to us in our smiles.
This link is not easily broken.
The process of continuously smiling, caring for each other, and creating this dental clinic is the core of our dental management philosophy.
--- p.99

For patients visiting the dentist for the first time, everything is new.
From the reception and guidance, to the appearance of the examination room and the first meeting with the doctor, the patient feels like an unfamiliar stranger in everything, and the unfamiliarity turns into sharpness, and from the moment they enter the dental clinic, all those moments are imprinted on the face of the dental clinic.
It is a series of 'MOT (Moment of Truth)' as they say in marketing.
From the moment a patient searches for a dental clinic, makes an appointment, and begins to anticipate the first time, to the moment they hear a word from the doctor in the consultation room, everything becomes part of the story of dentistry.

--- p.125

Trust Begins in the Heart_Director Choi Seok-tae

The importance of teamwork and collaboration in dental practice is increasingly emphasized as times change.
Especially in dental treatment, it is difficult to provide the best treatment results to patients based on the dentist's skills alone.
Maintaining and improving a patient's oral health requires the efforts of a variety of professionals, and the best results can be achieved only when their expertise is well integrated and coordinated.
Dentists, dental hygienists, dental technicians, and even administrative staff such as accountants and laborers all have different roles, but they all ultimately aim for the same goal.
It is the patient's oral health and the successful operation of the dental clinic to support it.
All of this is achieved on the two axes of ‘teamwork’ and ‘communication’.
--- p.148

Recording conversations with patients is more than just storing information.
It contains communication with patients.
Recording even the smallest of a patient's discomforts carefully is the first step toward resolving those discomforts and a way to demonstrate a sincere attitude toward the patient.
In fact, I have had many experiences where my relationships with patients have deepened thanks to the meticulous medical records I have written.
Some patients were touched by the very fact that I remembered what they said, and this further strengthened the trust between them and me.
--- p.160

A steady mind turns a crisis into an opportunity_Director Seo Won-gyo

I believe that preparing for a crisis as a habit is a process of developing a strong mindset through experience.
From the outset, we are not prepared to anticipate crises or perfectly respond to them.
However, as time passes and you face numerous crises and challenges, and as you endure and overcome them, your own coping strategies seem to naturally become ingrained in you.
I, too, have learned through this process not to be afraid whenever a crisis arises, but rather to turn it into an opportunity.
--- p.176

Ultimately, knowledge truly blossoms in harmony between theory and practice.
When the theories we build academically are put into practice in the clinic, it becomes not just knowledge but a real experience that blossoms at our fingertips.
And as I gained more experience, I grew and became a dentist trusted by both my staff and patients.
It was also a great fortune for me that I was able to continue this process of growth thanks to the physical strength I had built through exercise.
--- p.199

Diagnosis and Treatment of the Pain Experiencing by the Chief Director_Director Seong Min-jae

The most important thing on the road to success is saving yourself.
You can never achieve true success by relying solely on external recognition or the opinions of others.
I need to break free from my addiction to recognition and take control of my life.
Especially for dentists who have been recognized as good students and model students since childhood, the reality they face after opening their own practice can be even more shocking.
Opening a practice can feel like hell, and it's easy to shift blame to your staff or patients.
But blaming doesn't change anything.
I must accept that my current situation is ultimately a result of my past actions.
--- p.216

Dental leadership is not a vague theory or abstract concept.
Before wondering whether your leadership is strong or weak, consider what your dental practice's mission is and how you're moving toward achieving that goal.
Now, let's take out a piece of paper and a pen and write down the vision and philosophy of my dental practice.
It could be a simple principle like, 'Dentists should provide the best medical service to patients,' or a goal like, 'Create an environment where staff can work happily.'
What matters is whether it is specifically reflected in actual treatment and organizational operations.
--- p.227

Alone, but Together - The Power of the System_Director Jang Myeong-jin

Employees were not simply accessories to a job, but people with their own thoughts and feelings.
They were my colleagues who led the dental practice together, and their hearts and efforts played a vital role in the success of the dental practice.
Managing employees isn't simply about hiring people and paying them a salary; it's about listening to their concerns, understanding their emotions, and leading them to feel a sense of accomplishment.
I learned this lesson through three years of trial and error.
Now a new breakthrough was needed.
As a director and dental operator, I had to embark on a new journey with my staff to discover the true meaning of dentistry.
It was a clumsy start, but it was also a way to find a way forward with them.
--- p.256

Only when the mission is specific and achievable can employees move toward the vision.
For example, the mission statement, “We will prioritize communication with patients and provide the best treatment through continuous technical training,” is a concrete way for a dental clinic to realize its vision.
The mission must be practical.
Dental practices must clearly communicate their direction externally to patients and internally to employees.
Based on this mission, employees can clearly understand what they are supposed to do and find their own roles within it.
The vision and mission of a dental practice are a compass that helps members move forward in one direction.
It should be a goal that everyone works towards together, not just the director's direction.
In that case, the organization can continue to grow without wavering.
--- p.276

The best marketing is authenticity. — Director Moon Hong-yeol

Customer service (CS) is a crucial part of assistive technology. We distributed and encouraged patients to read the clinic response manual and desk response manual, which outline the CS requirements. Furthermore, we encouraged patients to learn more indirectly by listening to the director's explanations to patients.
For example, I've been asked many times where I received my CS training (there are good consulting firms like Inpower), but since the beginning of the practice, I've never had any specialized training in CS. It was formed naturally by observing the actions and speech of the two directors (my older brother and I).
Of course, we also provided external training on CS during the dental expansion process, and now we are also strengthening individual team CS for clinic staff by grouping them by year.
--- p.289

Ultimately, an evaluation and reward system that promotes employee growth and brings out their potential helps them challenge themselves and learn, and is a mechanism that connects their hobbies with the energy of work.
This system not only provides material rewards, but also provides employees with a sense of accomplishment that they are growing themselves, and it also provides them with the pleasure of completing a game mission.
And so that these achievements can be linked to the advancement of dentistry, it is important to provide opportunities for employees to contribute to dentistry through their hobbies and interests.
--- p.302

Sharing the concerns of directors_CEO Shin In-sun

Leadership is not simply about giving instructions, but rather a process of communicating and growing together.
The secret to successful hospital management is for the director to trust his staff, grant them autonomy, and set clear standards for performance.
So whenever you feel like your employees aren't on the same page, it's a good idea to think about how you can work with them to achieve better results.
Such efforts will ultimately become the driving force behind the hospital's growth.
One of the phrases often mentioned in the Teachings of Seino is, “Nothing in this world happens by itself,” and leaders must constantly strive to remember this.
--- p.338

Organizational culture isn't just about creating a pleasant work environment or employee well-being.
To consistently deliver results and create a care environment patients can trust, a culture that empowers employees to take initiative is essential.
In the case of another director I met around May of this year, the hospital's performance had been stagnant before receiving management consulting. However, through simultaneous management coaching and organizational culture improvement, employees began to take action voluntarily, resulting in a sharp increase in sales.
For example, employees began to think about how to communicate with patients on their own and provide better medical services.
Also, because the goal was clear, I started to have fun achieving it.
These changes won't happen overnight, but once they do, they revolutionize how the entire hospital operates.

--- p.362