Should You Go Out of Network? Part 2: How Dentists Can Make the Transition

On this episode of The Dentist Money Show, Matt and Christine continue their discussion on going out of network by focusing on what happens after you’ve made the decision to transition away from PPOs. They walk through the key steps for a successful transition, including preparing your team, communicating with patients, refining your marketing, and creating a plan that supports long-term practice growth. Tune in to learn how thoughtful preparation and clear communication can help you make the move with confidence.

Don’t know where to start? Listen to part one here!

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Podcast Transcript

Matt Mulcock: Welcome back to the Dentist Money Show where we help Dentist make smart financial decisions. I am Matt and joined here with the genius practice guru, brilliant and beautiful Christine Uhen Christine, how are ya? We added it. We added to it, yeah.

Christine Uhen: I just get better every day, it sounds like. ⁓ no. Yeah, and it is a good day. Thanks for asking. Happy to be here.

Matt Mulcock: Yeah, rocking the polka dots today. We were just discussing before we got on how ⁓ privileged we are as men of the team to get on these podcasts or do anything. We just throw on like a DA polo and it’s so much more difficult for the ladies of the team. So I apologize, but you look wonderful. So yes. It takes more time on video. Yes. That’s a good reminder.

Christine Uhen: Hmm. Yeah. Well, thank you. Yes, I do put a little effort into how I look since we are also ⁓ on visuals. So yes, yes, shout out to YouTube.

Matt Mulcock: That’s a good reminder. If you’re on YouTube or you want to watch us on YouTube, you can. So as we get into this, I always want to remind people this show is brought to you by Dentist Advisors. We are a comprehensive financial planning and tax and accounting firm just for dentists, as I’m sure you can guess. We put it right in the name. So we’re not hiding anything. So we work with clients all over the country. We help you know, with anything and everything to do with money. And most people who come to us.

Christine Uhen: We aren’t hiding anything.

Matt Mulcock: Struggle with the general idea of just I don’t know where I stand. I have no idea how close I am to making work optional. I have don’t know what I’m doing with my investing. I think I’m doing okay, but I really don’t know. So if that’s you and you need help, we are here to help. You can go to dentistadvisors.com click on the book free consultation button, and we’d love to talk to you. So with that said, Chris, we are so excited to be back for part two, as they say. Don’t know who says that, but we do. ⁓ we did part one.

Christine Uhen: Cut two.

Matt Mulcock: If you have not listened to ⁓ part one of going out of network, not dropping insurances, going out of network. If anything, this is gonna be a passion project of getting me to stop saying draw or dropping insurances, maybe after this. We’re close. It’s only taking years of knowing each other for me to get there. ⁓

Christine Uhen: Thank you. I think I’m more than halfway there with you. Let’s see if we can influence others too.

Matt Mulcock: So if you have not listened to part one of Going Out of Network, highly recommend it. We ⁓ we’re gonna do a quick recap if you are listening to this and have not followed part one. Part two, we’re gonna talk all about the action piece and dive into that. But let’s maybe take a couple minutes here, Chris, and just do a quick recap for someone who’s listening and they’re like, I don’t have time to go back to part one. Maybe this is the first episode you’ve ever listened to. Let’s just do a quick recap. So the the the formula or the framework we used to talk about this when it talks about the ⁓ idea of going out of network. This is very pertinent topic is the ⁓ really four step framework of making any big decision ⁓ and when it comes to money your business is organize number one. Number two is analyze. Number three, decide. And then step number four is act. We’re gonna spend most of our time today. Anything that you want to just kind of like resummarize with those first three steps at all? Anything that comes to mind for you?

Christine Uhen: As we’re doing the recap, the first three, it took us an hour to cover. So do not skip them. I mean, that’s the point though, too, of if you don’t take the time to think through this. And again, we we let off with this on our last call of this being a a strategic business decision. These are not things you jump on and snap decisions and and just go, yep, I’m gonna do that. There are there’s data involved, there’s emotion involved, there’s time.

Matt Mulcock: Yeah. There you go. Yes, for sure.

Christine Uhen: Commitment, team, everything to make this successful. There are good, bad, and better ways to go out of network. So we really believe at Dentist Advisors with all big decisions, personal financial, business financial, it takes time to review, analyze, consciously think through the decision, and then move into action. So I just do not want to minimize.

Matt Mulcock: Yeah.

Christine Uhen: The value of those first three steps, as well as the fact that this is an undertaking. It is not something to rush through. There is a time commitment. We talked about 12 to 18 months. I had another consultant advise up to three years to do this. So I think we’re really, really correct in saying the 12 to 18 months don’t don’t think you can have this happen overnight. And that it is very, very

Matt Mulcock: Yeah, yeah. Yeah.

Christine Uhen: Team driven is another thing that we talked about too. And don’t think you have to do this alone. There are a lot of outside support that we can recommend should you choose to pursue this and you decide to take this action.

Matt Mulcock: Yeah. Yeah. I think that’s a great summary. The only thing I’d add is this is not this is not static. This is an ongoing process. And the one thing that we took away or that I took away through that discussion as well is not doing anything after you’ve gone through the process is okay. Right? Like it yes.

Christine Uhen: Your if the decision to not move out of network is a valid choice, correct?

Matt Mulcock: Yes. I think that’s a a key distinction. Like not doing anything with intention, saying we’ve gone through the process. Like there’s a difference in saying I’ve gone through the process. I’ve organized myself on the business and on the personal side. We’ve analyzed all the different options. We’ve ⁓ made a decision at that point to kick this down the road for a year, right? But the one thing we said is that’s different than getting paralysis by analysis and just never making a decision. I think a key difference there in practicality is saying we are going to revisit this in 12 months or we’re going to revisit this in six months or whatever it is and then get to work and move this out of your brain and take it off your list and just say, down the road, we’re gonna whatever this deadline is, we’re gonna get back to it. But I just wanted to emphasize that that A, this is an ongoing process, and B, it’s okay if the decision is to not do anything.

Christine Uhen: Mm-hmm. Yeah, well said. Mm-hmm. Right.

Matt Mulcock: So we we don’t want this to be you should be going out of network. Like we where that’s not what we’re saying. We’re just saying this process is you gotta be thoughtful.

Christine Uhen: No. Thoughtful and intentional was a great word, you know, and it’s just we as a company feel we need to bring information to our clients and this is one of the hottest topics on the business side of dentistry right now. So we felt we felt we owed this to our listeners. Yeah.

Matt Mulcock: Yeah. Yeah, it is coming up a lot. I mean, I can’t even tell you how many conversations we’ve had as a team over the last two years, but really like tw end of twenty twenty five, all through tw or all of twenty twenty five and the beginning of twenty twenty six, it’s just come up so much. So okay, so that we covered organize, analyze, decide. Today we’re gonna talk all about act. So we are assuming at this point now, I think with this discussion, we’re saying intentional, ⁓ nothing, doing nothing intentionally is fine. But we’re now saying, what if what if the decision is to move and actually take action on stepping out of network with one or more plans? And that’s what we want to spend the the rest of our discussion today in part two. ⁓ so with that said, Chris, where do you want to take this on the action piece?

Christine Uhen: Well, so I’d let I’d really like to reemphasize what you said about whether you choose to go out of network with one or several or all. So those are again, that’s part of that decision process. Am I going to start with one, do a couple, do them all? So whatever that decision is, the same process applies is my point as we’re going through this action step. And again, not comprehensive, very high level, but to just to really give some structure to what it will take to make this and to do it well.

Matt Mulcock: Yep. Yep.

Christine Uhen: So the action again starts with the conversation with the team. We have to, as the leader of the team, as the owner of the business, I’m not saying get out your PLs and show every line item, but there needs to be a conversation with the team about the business impact that the in-network relationship is having. Percentage write-offs, dollar write-offs, how it’s limiting, you know, and this is where we need to hear the passion from the doctor. It’s limiting my care. It’s limiting the kind of treatment I can provide. The patients are accepting treatment only because insurance is covering it, but it’s not what they need. And and I can’t give, I can’t invest in technology. I can’t invest in raises. I can’t invest and grow my business without with all of this limitation. So having that overview of the business impact of the in-network relationship that they’re having. So guys, I want to move out of network.

Matt Mulcock: Yeah.

Christine Uhen: And I want all of us aligned to be able to do this. So telling the team why you’re doing this, share your why. Does it support your mission statement? This is who we are, this is what we believe, and this is how we need to do things differently. So rallying the troops is the first thing, really, because this is not a doctor, it’s a doctor decision, but it’s not a doctor action plan, not just the doctor.

Matt Mulcock: Yeah. So I want to hit on that for I love this, Chris. I love that you started with the team first. I think this is a tricky balance. And I know as we’ve talked about it, we’re giving general advice, right? Because we can’t get specific. Every single situation is different. But I know in our in my experience, and you have a lot more than me when it comes to dentistry. ⁓ this is a tricky balance of ⁓ dentists out there listening, depending on your team, not only size, demographics, but like personalities.

Christine Uhen: Very

Matt Mulcock: Where do you where do you strike this balance of I’m involving my team on one or sorry, I’m letting my team know what I’m doing and like the decisions been made versus I’m involving my team in the decision and I want their feedback and advice?

Christine Uhen: Well, I think it’s it’s both. I think in asking the team how they feel about it is is is a great way to introduce the idea, but the decision is still the yours. And you again have to have that conversation and honestly of I want you all here. And it’s generally not that the doc the team doesn’t want to do it. They just don’t know how. So they’re nervous. They are concerned about that. They themselves may only be able to go to an in network provider for their other health issues or, you know.

Matt Mulcock: Definitely. They’re nervous, yeah.

Christine Uhen: Their animals maybe they have in network. I don’t have an animal, but the idea of their pets and maybe they have to stay in network with pet care, things like that. So I don’t I don’t diminish the importance of discussing it ahead of time, but the ultimate decision is the doctors. But nine times out of ten, the team doesn’t go, no no no no. I ain’t I’m not interested. I don’t want to raise. I don’t want you to do better dentistry. I don’t want you to to build and grow us. That’s not what they’re gonna say. They simply

Matt Mulcock: Yeah. Yeah.

Christine Uhen: This is critical though, too. The time to train the team on what to say is absolutely part of the action plan. Right. What you communicate, but it starts with within the team. How do we answer the question? So this is that dreaded role playing. How are we going to pick five to seven questions? What are the patients going to ask that you will have to answer? And we all have to believe in the answer. We all have to say the same thing.

Matt Mulcock: Yeah. Yep.

Christine Uhen: We all have to honestly mean it to believe it. So there might be some coaching about what it is that we’re gonna there is gonna be coaching on what to say, but why to say it this way is where the background is necessary.

Matt Mulcock: Yep. Yeah. Yeah. So I have a quick story on this, Chris. I think this is so pertinent. You know these people, I’ll say, shout out Stephanie, you know who you are. We love you. She’s so incredible. So she runs the practice kind of on the office side. Her husband is the dentist. She’s so dialed. And to make a long story short, we worked with her for a long time. She was so good at being proactive. Planning took a ton of time to go out and network and has executed Executed it as close to perfection as you possibly can. But what’s so funny is we talked relatively recent about this and she was like so giddy. And I was like, we were kind of laughing with each other and I was like, Wait, what’s going on? And she’s like, Let me tell you, she’s like, There’s other docs now in the area that are starting to execute this, and they’ve done it so poorly to the point where she’s actually called a couple offices to ask as a patient, kind of like she like fake c you know, she c cold call.

Christine Uhen: Precision. Right. Right. Cold call.

Matt Mulcock: So she called them just to say, Hey, do you take this insurance? And she said, Matt, almost all of them, almost all of them just said, nope, we don’t take that insurance. And she’s like, I was shocked at how poorly they had executed. And it was great for their practice is now thriving and growing. Cause she’s like, We have trained like to the word every single one of our team members when they call, absolutely, we take that insurance. And like, let’s talk about what that means. It’s like so perfect. So Anyway, I just wanted to bring up a real life example of how how it’s actually impacted by doing it right, putting in the time, the training, doing it thoughtfully, real world example of like they are thriving now because everyone around them has not put in that same energy and time.

Christine Uhen: And when that patient hung up, when they were told no, who did they call? That next office that had the right answer for them. Right.

Matt Mulcock: Yeah. Exactly. And it’s it honestly, that’s exactly what’s been happening with them and it’s been it’s been awesome.

Christine Uhen: But this is that is the perfect that is the demonstration of the situation that the time was taken with training. And when you’re talking about a 12 year plan, there first you have to train the team. Those first, you know, think about every month, every two weeks, I’ve got a lunch hour or a two hour team meeting and we role play this together and you wanna learn from each other. You want and again, within your own team, you can be the what do I learn? nasty patient to each other and get through that together and laugh together and come up with the answers how you as a team are comfortable answering the top five, seven questions that patients are going to answer. But take this is this is necessary. Do not gloss over this. And they have to believe it. And when a patient does not hear the same thing multiple times, they’re confused and they do not move forward.

Matt Mulcock: Yeah. Yeah. Can

Christine Uhen: They don’t stay in the practice, they don’t say yes to treatment, they’re all think about it type stuff. So this is a critical piece that everybody is aligned on the language. Almost verbatim, as you’re saying.

Matt Mulcock: can I just double down on this idea of role playing being such a powerful tool? I, in another life, ⁓ worked at a at Fidelity Investments for several years. Big, big, the biggest asset management firm in the in the country. They were so big on role playing, and it’s so awkward at first. I promise you, your team’s not gonna like it. This is a total side quest, but I cannot express enough how ⁓ incredible it is to practice in a very safe environment, which you’re actually gonna say screw up, laugh together. It can bring your team together. But if you do that, I promise you, it is such a powerful training tool to just like anything. You gotta go play the big game. You gotta, you gotta practice. And it is incredible how powerful that actually can be. We had a a whole thing all the time with Fidelity, which was memorize, ⁓ personalize, then customize. So it’s like you had to memorize it first and like just repeat over and over and over again in role plays before you could ever like make it your own thing. So I just wanted to give a shout out to you on that. Like if you’re out there listening, being like, my team will never do this, it is such a powerful tool to use for something like this.

Christine Uhen: And that’s again, hopefully we’re not hearing that. My team will never do this. And if not, then why not? What is holding them back? And a lot of it is confidence, a lot of it is not knowing what to say, a lot of it is not, and the truth is some of this language, I’m gonna switch to this right now. Let’s go ahead and dive into this a little bit further. What you’re the messaging becomes ⁓ less about cost and more about value. So along with learning your lines.

Matt Mulcock: Yeah. Yeah. Yeah, let’s do it.

Christine Uhen: It’s also about creating the experience. Here’s another great role play. Walk through the patient experience. Where do they, from the from what they see in the marketing to the phone, to the check-in, to the sitting in the reception area, not the waiting room. Nobody waits in that room. That’s like babies born. That’s what a waiting room is. The reception area, that when they get taken back, how the handoffs are from the front to the back.

Matt Mulcock: Ha ha ha.

Christine Uhen: Introducing the doctor, bringing in the hygienist, all of those points of contact. How do we elevate that experience? Because in all honesty, patients expect good dentistry. And they don’t know how to tell good from bad dentistry unless it’s terribly obvious, right? Or good from okay. They don’t know. They aren’t looking at your margins, right? What they judge and va and it was important to them is how they feel, their experience.

Matt Mulcock: Yeah. Yeah.

Christine Uhen: So this creation, so we need to we need to reshift everybody’s focus on the team from efficiency and quoting correctly and exact dollar amounts and understanding what’s covered and what’s being written off. So it’s not about cost, it needs to be focused on value. And the value is am I heard? Do they know me? Do I have a commitment from them outside of dentistry? They know I’m married, they know I have kids, they know where I’m from, they have some sort of personal connection with me, you know. And I’m gonna quote Dr. Bruce Baird, who said a relationship with your patients is critical more than rapport, chit-chat. It’s do we have an agreement between two people? That’s how he defined relationship. And that agreement is I’m here to help you move forward with your care. Right. So that level, but that does not come quickly. That takes time.

Matt Mulcock: Yeah. Yeah.

Christine Uhen: Which also may mean I need to slow down the flow. So this idea of creating a different experience, which is value, trust. Patients need to trust you, trust the team, trust the process, trust the experience. That is what takes time sometimes to rebuild, to build and rebuild.

Matt Mulcock: Yeah. Yeah. Well I it’s so interesting when you say this, Chris, because I was that’s exactly where my mind was going, which is there’s such a different mindset and approach across the board when you’re a PPO heavy practice versus shifting away from that and what that means. And this is I’d imagine why you’ve said many times that it takes some time to go through this cycle with a intention and focus from everyone across the board of creating that experience where if you’re really foc or if you’re really reliant on in network and PPOs and all that, y you may have gotten maybe for lack of a better term, it’s probably easy to get lazy. It’s probably easy to not rely on that as much.

Christine Uhen: I’m going to say that another way, you’re more efficiency focused. Right? Your systems are ringlined and smooth and quick and easy. And because you’ve had to, you have to be faster, not in necessarily in the dentistry, but in everything else, in order to be successful in that business model of in network. Right? So the emyth talks about this. You cannot do

Matt Mulcock: Yes. Yeah. Yeah. Yeah.

Christine Uhen: the excellence and the and the high touch and be economical and efficient. Right. There’s they’re they’re not right or wrong. They’re just different business models. So if you’re shifting from the efficiency to the excellence and the and the higher qual the value based, it’s different language. It’s about benefits. What’s the value? There’s this equation, the teeter totter. The cost versus the value. Am I solving a problem for you that you may or may not even have known it was a problem? So I have to elicit the question, ask the questions and elicit the responses where the patient goes, I do have a problem. You know, that it will be a higher cost, but the value of the treatment to solve your problem, to give you the benefit of the care, that’s what they’re buying and in the experience and that whole process.

Matt Mulcock: Yeah.

Christine Uhen: Which is just different. So this is where the coaching is involved in shifting the mindset, shifting the focus, shifting the language, maybe shifting the patient flow and how we how we actually take care of them. This is what takes time. we haven’t talked to a patient yet, by the way. Right? We’re still practicing all of this. Right. But that’s the next piece then is getting it and ha and then how are we talking to the patient? Go ahead. Yeah.

Matt Mulcock: Yeah. Yeah, yeah. Yeah, I was just gonna say. Yeah, for sure. Yeah. And I wanna I definitely want to get into that. I wanna ask you, would you suggest have you seen dentists kind of take this on this let’s say they go through this process, take this on by themselves, right? Like just like, I can do this with kind of my own o my own resources, AI, Google, whatever. I can kind of figure it out, I can talk to some friends versus bringing in outside help. Like where would you say a dentist should be how how should a dentist be thinking about that?

Christine Uhen: I think it all depends on the team and and their relationship with their team. ⁓ it also depends on their skill set and can they communicate this well enough and coach their team to the to a level. I would say eight out of ten, I believe, really should seek outside help. ⁓ there are outliers on both sides, hear me loud and clear. And there are some in in particular within the dentist advisors nucleus, we have some very strong leaders.

Matt Mulcock: Yeah. I would imagine.

Christine Uhen: that can do things like this on their own. We also have some very strong, like, I ain’t waiting eighteen months, we’re we’re going kind of thing. So and but we have a unique group of dentists in that, in that sense. They’re very high achievers. But I would say eight out of ten people, eight out of ten practices, I would recommend seeking outside help, a third party.

Matt Mulcock: Yes. Yep. Yeah, which makes sense. I I think that’s a probably a a safe assumption and and to your point, yes. We I’ve personally seen it done without outside help. And I wouldn’t even say without outside help. I think everyone gets outside help. It’s like the idea of like self made, like bull crap. No one’s self made. But it’s more like distinct I hired someone to come in and actually help me execute this. You’re saying eight out of ten w should probably would benefit from that. Got it. Okay. That that makes sense.

Christine Uhen: Mm-hmm. Would benefit. Mm-hmm. Yeah, just even just from experience. And you’re gonna, and again, for every doctor that I know that is afraid of doing this, I’ve had a bad experience and I’ve had a good experience, like that’s concerned about this. I will tell you that the doctors that I have seen that have successfully implemented this wish they did it sooner, obviously. And I would also say too, the ones that have not done it, I the

Matt Mulcock: Yeah. Yeah. I’ve heard that a lot.

Christine Uhen: Again, not anybody that I’ve worked with personally, but the ones that I’ve heard about. I don’t know what went wrong, but we’re there’s a lot to this, right? ⁓ I will say that there timing also makes a difference. Like as we’re gonna start talking about how when to sit, when to talk to patients and how often, and then the marketing side, all of those, these this is Jenga, right? You know, if you gotta line that up.

Matt Mulcock: Yeah, definitely. Yep.

Christine Uhen: Really perfectly in the timing of this. So staying on top of this, there’s energy involved. So getting a third party set of eyes on that is often really, really helpful and can just make that happen smoother. And ideally, you know, without as much patient attrition. That’s the biggest risk is, you know, 30% of your patients might choose not to stay. That’s about what we’re seeing on average. 30% are

Matt Mulcock: Yeah, I’d imagine. Yeah. Yeah. I would have

Christine Uhen: No judgment, they are staying with a doctor in network for, you know, what their values, their financials, whatever it is. And right. Right.

Matt Mulcock: Yeah, definitely probably just best to plan for that in your w when you execute this, just plan f be conservative, maybe even go above that and say, What if, you know, the pre the pre mortem as they call it, like what if like what’s the worst that’s gonna happen? Let’s plan for that. And can we actually can we sustain that? If not, we’ve got to reevaluate.

Christine Uhen: And that’s where all of that analysis was in. So go back to part one. We talk about where all of that gets measured.

Matt Mulcock: Yep, all the analysis piece. Yeah, exactly before we go on to the patient piece, I wanna come back really briefly if we can to this I don’t want to brush over this too much. ⁓ this why piece around sharing getting your team on board with the why. I I would imagine there possibly is some some dentists out there listening thinking, and I I I’m guessing ’cause I’ve heard this. So I’m guess I this is not guess, it’s actually an educated guess. That concerns from the dentist’s owner, practice owner, of saying, Well, my why might be different than the team’s why. You know, like, for example, let’s be honest, one of the one of the whys for the dentist is higher profits and you’re gonna make more money. And we can we’ll talk here at the end. I’ll kind of mention different impacts this can have around just your overall financial plan. But that doesn’t always align perfectly with the team that’s making an hourly wage as an assistant or a front office person. So How how do you kind of bridge that gap or how how have you seen that work? I’d imagine kind of putting it in the why should this matter to the team approach?

Christine Uhen: Two things. This one I think is actually the easy one. The money one, I think, is the easier question to answer because I can’t afford to give raises when I don’t have any profit left over. So I think that’s an easier one to share to team is I want to reward you. I want to bring in a 401k plan. I don’t have anything to put into the 401k plan because I’ve lost 30, you 30 cents on every dollar that we make. And you guys are worth it.

Matt Mulcock: Yeah. Yeah because of this system. Yeah.

Christine Uhen: I think like I said, I think this one’s the easier one, the financial side. The the the why am I in dentistry? Why am I in this industry? Why have I chosen you to work for? That I go back to again. What is our mission statement as an office? And if I’ve if I’ve believed in that before we made this decision, I would hope that’s pretty aligned as well too. So and not to say pati that team haven’t left because of this decision.

Matt Mulcock: Yeah, yeah.

Christine Uhen: That is very rare, but I will say I have seen that happen. They weren’t willing to have those difficult conversations with the patient. They weren’t willing to have the value conversation. And honestly, if it’s not aligned with their personal values, then they shouldn’t be, they won’t be able to.

Matt Mulcock: Sure. Yeah, that makes sense.

Christine Uhen: In all honesty, I I can’t force somebody to believe something they don’t, which is again a fair thing if they choose not to be a part of this. But it’s good to know that earlier than later. But it is it is a huge win for team financially when this goes well. It can and it should be, because the doctor did not do this alone.

Matt Mulcock: Yeah. Yeah, that did that totally. Yeah. It should be. It just And to your point, it just takes like I would imagine a dentist out there listening thinking, ⁓ you said mission statement. I know I should have done that a long time ago, never have done it. This isn’t kind of the culture I’ve created. It’s like, well, it’s never too late. Like this start the culture now. Start focusing on that at this point.

Christine Uhen: Well, and that that’s exactly back to how you open this conversation of, you know, if we’ve decided not now to do it, it might be after I have this team alignment and we have a unity and we have commitments and we have behaviors that we’re all committed to, ⁓ core values that we all believe in. That is very important for a group of people to all row in the same direction. And now if I’m changing direction, I really need everybody.

Matt Mulcock: Yeah. Yeah.

Christine Uhen: you know, to row the same direction as we’re moving away from what we had done to doing something different.

Matt Mulcock: Yeah. Yeah. Great point. ⁓ let’s go to patient communication. So we’ve said at this point we’ve acted, we’re we’ve got the team aligned, we’re training, we’ve we’ve done the role plays, we’ve we’ve either brought in help or we’re doing it ourselves. W how do we start how did d Dentist start thinking about ⁓ patient communication and how to handle that?

Christine Uhen: Yeah. Well, let’s talk talk about at the chair, our existing patients of record. And that is in the hygiene chair. So, ladies and gentlemen of the hygiene team, we are really counting on you to to lead these conversations. And it is at the hygiene visit that we’re gonna have. So if I think about the twelve month, twelve to eighteen months, it’s one, two, possibly three conversations that would happen at the chair. And again, this is what you need to script as a team, but ideally it’s You know, Matt, you know that’s great. We love having you as a patient here. I see you have XYZ insurance and wow man, they have been making it really tough for us to to work with them and we’re thinking about changing our relationship, meaning that we would be out of network and and you’re scripting this conversation of I want you to know we’re thinking about this. Because you know what they’re doing? They’re telling you you can’t get certain things done. There’s they’re putting a cap that hasn’t changed since 1967 you know, they’re they’re just limiting the care and and telling us that we have to cut our expenses, which means we’re cutting the care. We’re just not really okay with that. Doctor’s really thinking that we will still take the insurance, but it’s just gonna change a little bit. You still come here on you know, your hygiene visits were probably not a lot of change financially, but I just want you to know we’re we’re contemplating making sure that the quality of care does not go down for you. Right.

Matt Mulcock: Yeah. Yeah. If anything’s going up.

Christine Uhen: Well, I again we we want to continue to take the highest level of care. I like to say at least continue, because I don’t want anything implied that it’s not right now. So that idea. Yeah, exactly. So to keep the good quality, we’re like, ⁓ we’re really looking at this. I’ve heard and the kind of things that patients say is just priceless. From I, you know, I heard this from other people and

Matt Mulcock: Yeah. Yep. Sure, sure. Right now it’s mediocre, but we liked it to be higher. Yeah. Yeah.

Christine Uhen: I don’t know how you guys do it in managing all this. And then the dialogue happens. And then you just are really strongly saying, we care about you. You’re our focus. Insurance is a great way to pay towards your care, right? The only insurance that really pays off is life insurance. And you gotta die to get it, right? That’s where you get 100%. So that whatever your communication style is, whether it’s humor or serious or you know, introverted or extroverted.

Matt Mulcock: Sure. Yeah. Yep, yep.

Christine Uhen: Find a way as a team to get that message across. And then make sure you note down that you had that conversation. Discussion number one or O O N one that I’ve had the first conversation about going out of network. And then we do it again at the sixth month. Again, we’ve made the decision. This is gonna happen in the next six months. So the next time you’re here, we’re gonna be still filing your insurance, still working with so

Matt Mulcock: Yeah. Yeah.

Christine Uhen: Conversation two is just a little more clear. We are doing this. This is what’s going to be different. You’re still going to be able to come here. Do not think you can’t. We’re still going to file your insurance. Everything that’s positive about this. Still keep the great care. Still stay with the same hygienist. All those positives that you’ll be able to again, then note that. O-O-N number two.

Matt Mulcock: So first meeting is the that first hygiene visit. Let’s say it’s beginning of the year. We’re thinking about doing this. Here’s why, kind of starting the dialogue. Yeah. Six months later, we’re saying in in general, six months later, now it’s as i it’s moved to we are doing this. Here’s what that means conversation. Got it.

Christine Uhen: Back to those top questions of why we’re going on a network. Right. Right. Because the next time they come in, it will be different. Right. If the if we did the twelve months now, that third visit, I will be filing your insurance for you. I may or and these are some other decisions then that need to get made on how we’re gonna handle the actual payment at that time, the first time they’re on a network. So that’s the patient communications. And every time they’re in. Now this also after

Matt Mulcock: Yeah. Yeah.

Christine Uhen: That first six months, every time they’re in for operative work, same thing. We’re having that conversation. This is why we’re doing it. This is what it’s gonna mean. This is what it means out of pocket for you. Being very clear. And it’s not that different sometimes. It again, every insurance is different, but sometimes it’s very clear that it’s a it’s a twenty dollar out of pocket difference for your hygiene visits, that sort of thing.

Matt Mulcock: Yeah. Yeah.

Christine Uhen: So you’ll know more as we’re investigating what it takes to go out of sh in out of network. How do I find out what the coverage is? What and there’s a lot of investigating on that whole side too. But that second convers that second six months, everybody’s talking about it when we’re at the chair. Assistant. So it’s not just hygiene at that point. We’re all talking about.

Matt Mulcock: Got it. Yeah. So hygiene would start the conversation, they need to be properly trained, role played, you know, they need to feel really confident in that conversation. ⁓ at any point, is it kind of a case by case, patient by patient, where the doctor’s gonna have that discussion?

Christine Uhen: I generally don’t expect the doctor to lead that conversation, but when they’re in the room there and and somebody brings it up, it’s not like, I don’t wanna talk about it. You know, that’s that that’s them. You know, we don’t defer. Yes, you are absolutely agreeing with them. You are and again, in that first six months, if the if any of the team wanna wanna get involved in this, that’s fine too. But that it has to at least be the hygiene patient’s up record. So really, yes, that’s why everybody plays.

Matt Mulcock: Yeah, sure. Yeah. Got it.

Christine Uhen: Right. Everybody, everybody practices together. Cause the doctor, but this is my point of everybody needs to say the same thing. If I heard it from my hygienist and heard something different from the front desk when I’m checking out, that team, that administrator, that’s not good. Right. So it’s all yes and and here’s why. And hearing that same why over again or another why. So these this is you can start to see how involved this is.

Matt Mulcock: Yeah. Yeah, it’s gotta be all the same. Well, and with the story that I mentioned earlier with our client, ⁓ the phones, that’s a huge one, right? With new patients calling.

Christine Uhen: So let’s let’s let’s move on to that area of the the coaching and the training, which is marketing and new patients. Okay. Yeah.

Matt Mulcock: Yeah. Well, sorry, before we do that though, let’s wrap up on throw on the patient’s mass communication. So I’d imagine, so we’ve got first conversation, second conversation, have we’ve now elevated, we’re doing this. Here’s why. Now at that point, the entire patient base who’s active, who’s coming, is gonna have had that conversation at multiple times. They probably had a chance to get their questions answered. It’s been spread out over the course of that 12 months, which is probably much more beneficial than what we’ve heard before, which is like letter goes out or something gets said and every single patient is calling at the same time. But what about how do you maybe put a bow on this with like mask communication, whether that be a letter? Have you ever seen a dentist like send a video out? Like w how does that what have you seen there?

Christine Uhen: Thank you for bringing me back to this as I’m all riled up. The idea, yeah, and that is that is very ⁓ it’s such a big part. The ⁓ the idea of what is the messaging along the way. Yes, I’ve seen videos, I’ve seen letters, I’ve seen social media posts, I’ve seen a variety of different things that not in the first six months, but in that second six months of

Matt Mulcock: Cause you wanted to go to marketing, that’s why. You were ready to go to marketing. You were excited.

Christine Uhen: Patient celebrations and ⁓ how proud we are of our team and how we’re committed to the care of our patients. And I don’t generally recommend doing anything out in general social media about going out of network. I think that’s not the right venue. I don’t. That’s not a part of what I would recommend. Yeah, it well, within my own patient base, right? So an email to my like I wouldn’t put it out on, you know, as a video.

Matt Mulcock: It should be patient specific, yeah. Instagram.

Christine Uhen: on my website kind of thing of we’re on a network now kind of thing. I just I there’s a different way to do that. But messaging it that way, I think again is just gonna make the phone ring. I think there will be times that that happens or somebody else sees it and then that gets other questions and it’s kind of stirs the the local pot, if you will, versus just staying very patient focused. Right. So now

Matt Mulcock: Got it. Sure. Yeah, that makes sense.

Christine Uhen: With the going the letter for sure. So if if we’ve chosen January first to be the date that we went out of network, then the the letter to the patients has to go out. Whatever dis so if I have to go out of network and I need a 90-day notice, let’s say. So the my letter to the insurance company and follow that rule. Whatever the insurance company says, 90 days you’re you’re at 91 days and you’re sending that letter. The same day you send the letter to the the insurance company saying,

Matt Mulcock: Yeah. Yeah.

Christine Uhen: I’m choosing to change my relationship with you and go out of network. A comp a companion letter needs to go to every patient that has that plan. You’re gonna get a letter, Matt, that says you can’t come here. That’s not true. Because the insurance company will

Matt Mulcock: Yeah. Yes, I was gonna say you gotta you gotta beat the insurance company to it ’cause they’re gonna they’re gonna try to scare them. Yeah.

Christine Uhen: Yes, and backpedaling, you know, and d and def defending and and justifying is is a harder position to be in. So to be in upfront with that is more important. So that timing needs to happen for sure. Regardless of what else you do from a video or ⁓ private message to the patients. That letter does need to coordinate with the insurance company letter.

Matt Mulcock: Yes. Yeah, yeah. Yeah. That is such a key distinction there. There is such a difference psychologically from the patient’s perspective calling you saying, What’s going on with this letter from the insurance company? And you on your heels saying, well, yeah, they always do this. You know, and and it now it all starts to sound like you’re defending yourself, versus to your point, hey, patient, this is gonna happen. And here’s why. They’re trying to scare you. This is what they’re doing. Like, explain.

Christine Uhen: It’s not true.

Matt Mulcock: Explain it. Nothing to worry about. It explained the whole situation. Now that letter was like it it almost makes it it om I would imagine psychologically it does the opposite. It’s kind of like my doc freaking knew this. He called it. She called it. And now I feel even more united with my dentist. I have more trust because it’s exactly what they said was gonna happen, happened. Such a difference. I I think that’s such a key point that you highlighted there.

Christine Uhen: I have more trust. And that letter starts out with, well, you know, we’ve been talking about it for a while now, right? And but there will be patients that have not been in, and you do want to send a letter to them too. So you’re gentle about that. For the last year, we’ve been thinking about this and planning this and have been discussing it with our patients. And all of us, and here’s why, and all of us agree, here’s the date we’re doing it now. And of course we’re open to any questions you have. Don’t hesitate to call. But like you say, the timing is critical.

Matt Mulcock: Yeah, yeah. Sure. And here’s why. Here’s why. Yeah. Love it. Yeah. Yeah. Huge. So let’s get to the final kind of piece of this, which I know you’re itching to get to, which is the the marketing piece, the new patient piece. Cause I think this is also an area that again, from the story I told earlier and what we’ve talked to a lot of dentists about, this where like even if you nail the patient piece, you could e you could I shouldn’t say easily, but it it is possible you could nail the patient piece and completely screw up the marketing piece and the new patient piece. So talk about this. Like what are the components of the marketing part of this, the phones piece of this, and and what goes into that? Because we’ve said the patient piece is hygiene. What does this piece kind of fall into? Like what team members?

Christine Uhen: So let’s let’s start with phone phone first and then we’ll talk about the marketing message. ⁓ so with with the phone skills, when you’ve chosen to go out of network, you now have to answer that question of do you take my insurance differently? Right. So again, get coaching on this, but the idea is yes we do. And here’s how we handle that, right?

Matt Mulcock: Yeah, a yes and not a no but.

Christine Uhen: Correct. Always a yes and unless you don’t. Now if it’s a perhaps it’s an HMO or a Medicaid and you don’t handle those plans. But I what is also if we’re thinking about, remember we’re elevating the experience, right? We’re how is this phone call different? Am I transactional? Yes, name, you know, policy number, you know, is it transactional or is this, my gosh, you have insurance. Tell me more about it. Right? Ask a question back.

Matt Mulcock: Sure. Yeah. Yeah.

Christine Uhen: That’s always one more question back about when someone asks you a question is how you build relationships, getting that patient to talk, right? Yes, we do take your insurance and we are an out-of-network provider. Tell me about your past experience with this. Do you have questions about ⁓ treatment planning and costs and and that? You know, we’re we’re 100% transparent about our fees, but you get them talking, right? But you have to be

Matt Mulcock: Yeah. Yep.

Christine Uhen: Again, if we have never been coached on how to do this, it’s a training. Right. And it’s and it’s not that they don’t want to learn it, they just don’t know what to say. I’m always going to give that benefit. And this is the administrative team in particular. This is their big role. They get they get doubles. They get the front end, and then we’re going to talk about financials too, because now they have to collect. So good, you know, these are some very special people in your administrative team.

Matt Mulcock: Yeah.

Christine Uhen: That up front they’re handling the incoming calls and then at the end they’re actually collecting the money too. So yeah, the new patient phone call is crucial, but it’s also about slowing it down, getting to know that patient, asking questions of them to really dive into what is the issue about insurance.

Matt Mulcock: So So can can we try this real quick? Will you fake call me and I’m gonna see how good I do? No, no. I want Yeah, well I’ll be the front desk person. You just call me. I I’ve never done let’s just see how I do.

Christine Uhen: Or how good I do? ⁓ you’re gonna be the doctor? Okay. Okay. Okay, ring ring.

Matt Mulcock: Hello, thank you for calling Dr. Smith’s office. How may I help you? Terrible already. Go ahead.

Christine Uhen: Yeah, ⁓ I just moved to the area and I need to get ⁓ established as a patient and do you are you taking new patients?

Matt Mulcock: Absolutely we take new patients.

Christine Uhen: Fabulous. Can I come in?

Matt Mulcock: Yeah absolutely.

Christine Uhen: Yeah.

Matt Mulcock: Yes. What works for you? We have openings this week.

Christine Uhen: Great. ⁓ Tuesday’s good, but can I I do have insurance through XYZ? Do you take my insurance?

Matt Mulcock: Absolutely we do. And if you come in this week, we also will give you a puppy.

Christine Uhen: I don’t want a puppy. Bye. ⁓

Matt Mulcock: Okay, well I need some training. We need some more role playing.

Christine Uhen: So, you know, and again, I will tell you, having listened to thousands of phone calls, this is not as odd as we’re making it. There it’s just here’s the other thing. No, no, here’s the other thing that I really let’s keep this real. Patients don’t know what else to ask, other than do you take my insurance?

Matt Mulcock: Yeah. It’s only ’cause I’m involved, yeah. Yeah. Yeah, they don’t know what they don’t know exactly.

Christine Uhen: It don’t blame they aren’t insurance driven. They just don’t quite know what else to ask. And it is important to them. It is a method of payment. If I have the benefit, I want to know you’re gonna accept that benefit. Right? So this isn’t a no, we don’t want them. They’re insurance driven. This is find out what they really are driven by and accept insurance as a method of payment. It’s okay. And that’s out of network.

Matt Mulcock: Yeah, exactly. Yeah. Yeah. Yeah, totally. Yeah. Well, and I think give I think giving them grace too, meaning the patient of to I love that you just brought this up, ’cause giving the patient grace of it is truly a lack of understanding. It’s pure ignorance. We talk to dentists all the time that don’t fully grasp the insurance structure and and ecosystem because it is intentionally designed to be confusing. That’s the and it’s changing all the time. So I think that’s a really key point there, Chris, that

Christine Uhen: Well, and it’s changing every other week.

Matt Mulcock: It’s it’s a it’s a lack of understanding in the patients. Hey, I’m a patient of dentistry and work in dentistry and have so for the last decade. And it is a confusing ball and mess of crap that I don’t even fully grasp all the time. And I’d be the same way if I called, and especially not working in dentistry. If I called, I the only thing I would probably want to know is or one of the main things would be around the insurance piece, not even fully understanding how it works.

Christine Uhen: Stuff. Right. I mean, very few patients call saying, Will you take really good care of me? Because I’m scared. They just that’s not gonna come out on the first call. But if you ask a few questions, what’s important to you about your dental experience? Is there anything that you want us to know about you and your teeth and your concerns? Asking a couple really great questions, getting the I mean, if you’ve ever been on a call, a successful call like this, you can literally hear the patient go,

Matt Mulcock: So I think it’s a Yeah. Yeah. Yeah. Yep.

Christine Uhen: I’ve called the right place. So there’s such opportunity. But again, this is this is one of those critical training opportunities. Because all marketing does is make the phone ring. It is your team that converts. Right? When marketing makes the phone ring, the success of that marketing campaign happened. It made the phone ring. What you do with that call internally is where.

Matt Mulcock: Yeah. Yeah.

Christine Uhen: The return on that investment actually shows up as a patient, you know, call conversion, appointment made, patient came in, patient accepted care. So all these different points of measuring the success of that campaign. But it made the phone ring.

Matt Mulcock: Yeah. Yeah, I think that’s a good point. And we all want to get to the marketing piece to finish this, but I I think it bears repeating and emphasizing this piece you’re talking about around the the the f like what you say is is critical, the questions you ask, having like a a mindset of empathy and understanding that they’re just the patient just doesn’t know what to ask. They don’t know what they don’t know. But I think the biggest piece here is what you said at the very beginning, which is I don’t know if it’s as much the details of what you say, it’s how they feel the second that you call. And as we’ve learned here today, don’t let me work your phones. Don’t let me answer don’t let me answer your phones for you and offer puppies.

Christine Uhen: Well, and as a as a as a reward to our listeners, there is one line I will give you, I will give them in terms of creating this. It is ⁓ getting empathy, like you just said. I understand. I’m sorry what you’re going through. That’s the empathy part. Many of our patients have felt the same way, and Dr. Wonderful has taken great care of them.

Matt Mulcock: Yeah.

Christine Uhen: And that’s when you just

Matt Mulcock: Boom.

Christine Uhen: You can almost right. So the empathy line, one line of empathy and one line of you called the right place. That emotional, relaxing, you can hear it over the phone.

Matt Mulcock: Yeah, I love it. Yeah. So good. So good. See, look at that. Just clip that piece. That’s all you need for your training. let’s hit the marketing piece here. ⁓ Chris, what’s the marketing message need to be or need what’s the focus there?

Christine Uhen: Yeah. There you go. Here’s the number one thing. First of all, start sooner than later. Do not wait to change your messaging on your marketing. If you are moving toward value, the messaging on your website, social media, everything externally is more about value. So there are more benefit statements. You are doing patient testimonials. You’re changing the messaging. If you have anything on the website towards the end, let’s say we’re on our 12 months, take off anything that says we’re in network. Take it off the website. you can say you accept, but not that you’re in network. You can change that messaging. But really, it is about results-oriented conversations. It’s about value statements, benefit statements. So you may need to change the actual, maybe not the look of your website, still the same services, but why? You know, what’s the result of this? Many of our patients have been out of pain, able to eat, beautiful smiles.

Matt Mulcock: Maybe. Yeah.

Christine Uhen: The results-oriented conversations. Maybe this is where you invest in some patient testimonials on video and build your website with that. Really work heavily on the internal referrals. As you change the experience of the patient and they are complimenting you, I’ve never been taken better care of. I love coming here. That is when you ask for patients to say, if you would be willing to write a testimonial, give us a Google review you may help the next patient find us. Don’t do it for me. Don’t do it for me. Do it for the next patient who is struggling, may have the same situation you were in. Right. So the the reviews, the internal referrals, asking them to send friends and family. All of those foundational marketing pieces, both internally, the experience, get that experience, that message of the different experience needs to change on your marketing platforms.

Matt Mulcock: Yeah. Yeah. Yeah.

Christine Uhen: And do it sooner. Get a buildup of new patients coming in. And again, that’s also where you can say, and we we are moving out of network, right? We are moving to that. So that phone skills needs to tie in. So that training comes before we launch new marketing. All this training has to happen along that 12 month period. We also need to make sure that, you know, we’re timing the messaging.

Matt Mulcock: Yeah.

Christine Uhen: Of if we’re changing things on the marketing, if if we’ve got January 1st as a date, we need to make sure we’ve got time to make those changes within the last six months. And at the end, changing the in-network language, changing that. ⁓ so again, it’s like planning an event and you got to have things happen along the way. So, marketing again, the biggest message there is start sooner than later. ⁓ as we did the analysis, you will likely lose some patients. You want to have a buildup of patients back.

Matt Mulcock: Yeah. Yeah.

Christine Uhen: To get really strategic on that again to wrap into what we said before if you if you have a a projected loss of revenue of $300,000, what is your per patient value? And to make that up, how many new patients do we need to build that back up? So there is a little bit, I don’t want to downplay the strategy behind marketing. It’s not just about more, it’s about filling the potential gap.

Matt Mulcock: Yeah, yeah.

Christine Uhen: From moving from the volume based in network to slowing the pace down, but then more per patient because I’m out of network. I’m not losing that 30% per patient on that plan. So there is some strategy and definite goals that can be set for growing the new patient numbers based on the projected revenue increase per patient simply by going out of network.

Matt Mulcock: Yeah. Yeah. Sure.

Christine Uhen: Not even doing more dentistry. It’s actually doing the same or less and then feeling really good about the care that you provide.

Matt Mulcock: Yeah. Well, and I’d imagine a lot of it, like anything, the marketing specifically is gonna depend on this the specific case and why you’re doing it. Cause I’d imagine that there’s some cases where the why behind this could be owner doc is wanting to ⁓ maybe latter part of their career wanting to focus more on like one s specific set of services or literally maybe one thing. Like I just wanna go specialize in this, but I just brought an associate on and so like a scenario like that would be on the marketing side, I’d imagine would be a different approach. Maybe you’re changing your entire messaging at that point versus a G P that’s just like, I’m going at a network and I I just don’t like w dealing with those anymore. Like I’d imagine there’s a lot of uniqueness there depending on the situation.

Christine Uhen: Very, very different scenario than going on a network and just creating a different overall messaging for the whole practice versus increasing and growing a specific procedure mix. Not to say you can’t do them both. However, they are usually target specific growth campaigns, separate landing pages, separate messaging. So very yeah, just different. Yeah, just different.

Matt Mulcock: Yeah. Very different. I I want to ask you, Chris, first of all, I can’t even imagine going through all this that a dentist, like I think that number just went in my mind from eight to probably 10 out of 10. You’re gonna need help on this. But ⁓ I’d imagine these are two different sources of help when it comes to planning the actual process of going out, meaning training your team and the logistics, the lineup of sequencing and all that versus the marketing strategy. I can’t imagine there’s a group doing all those things. So w how do you sequence that of a dentist thinking about cause you said marketing should start sooner than later. What should a dentist be thinking about of where to get help and and and at what interval?

Christine Uhen: Definitely starting if you if you are working with a marketing company that you’re comfortable with, you love the results you’re getting with them, talk to them about it. Talk to them about it. As you’re hiring a third-party ⁓ consulting advisory firm to go through and do the team coaching, they may have some recommendations as well. Yeah. ⁓ I will also, if I can add one more thing, I know we’re it’s just there’s one more thing to this. So

Matt Mulcock: Yeah. Got it. Got it. Okay. Please. No, please do. Yes.

Christine Uhen: One piece that’s critical if we think about, you know, if we go back to what makes an office productive, as one of them is that we have financial options that meet the needs of our patients. So here we are now saying, I’m there’s going to be more out of pocket for many of the higher, particularly outside of the hygiene services. There will be more out of pocket. So do you as an office have multiple financial options that help a patient afford? The work that they want and deserve to have done. So again, as we have to be sensitive to this because we’re all aware of money and costs of everything. And very few people have a dental budget. It’s just not a part of our daily lives to have dental expense budgets. So knowing that we may be saying something to them that they can’t write a check for today, yet are really either need or

Matt Mulcock: So glad you brought this up. Yeah.

Christine Uhen: Wanted or both? What are do we have on site that we can say we can split this up into three payments? We’ve got third party options. What if I don’t want to stay with my insurance plan? So because it’s costing me too much because I’m the one that’s actually buying the insurance, or my my employer is cutting the coverage, and so I have to pay half of it. Are there alternatives to insurance? And that is a membership plan. And investing in a membership plan and designing that, whether yourself or with help, again, it is critical to have third party options, in-house options, as well as membership plans to help your patients say yes.

Matt Mulcock: Yeah. Yeah. And I’d imagine that is probably a also sooner than later, introducing those things when you’re having those initial conversations, like this is an alternative that we’re bringing in.

Christine Uhen: Well, if one of the questions your patients are going to ask is, Well, how am I going to pay for that? Then you better be ready to have the answer. Yeah. So yes, within that first six months, that’s because that’s usually one of those first questions they’re gonna ask. Well, am I gonna have to pay for this? I don’t network. You’re dropping what? I I’m gonna have to pay you. Are you even gonna file all these things? You gotta go, we got answers. We can answer all of that for you and you’re gonna be fine. We’ll s we’re still here to take care of you.

Matt Mulcock: Yeah, okay. Yeah. Yeah, yeah the preparation in this is so critical because all these examples that you’re giving, again, we talk about this idea of like what does your patient feel? They’re gonna feel not just they’re not gonna feel your words. They’re gonna feel how you actually answer these questions, the tone of your voice, the calmness, how slow you’re going, the eye contact. Yeah. So I think that’s so critical as you as you kind of give that example, like, Hey, we got you. Here’s the answer. And that to me, like preparing your team, preparing yourself, really having a clear why that you’ve like repeated in your mind that you can repeat to patients. It doesn’t, I don’t know if the words even matter. It’s just can you calmly articulate to your patients, to the new patients, to your team, to everybody, ⁓ a rational reason why and make them feel calm? I think that’s gonna be huge. Not be sped up, right? Not to not to get them. A patient starts getting frantic and asking you all these things and you’re just like, Hey, we got you. It doesn’t matter what you say, it’s just do they get that feeling when you answer those questions?

Christine Uhen: Well, and I recognize you’re in most of its fear. Just because they don’t know. It’s just different. Right. It’s just fear. Or or I love you guys. I don’t want to not come here. Or I I really do want to have the work done, but I’m afraid I can’t pay for it. Those sorts of things are really valid. And so again, I understand what your concerns are. Thank you for sharing them. And we will absolutely be able to take care of all of that for you. Right. We do have financial options. We do have appointments at different times.

Matt Mulcock: Yeah. ⁓ misunderstanding. Yeah. Yeah. Yeah.

Christine Uhen: We are still gonna be here. We will file your insurance. So the yes ands are really those are the right answers.

Matt Mulcock: Yes, and you might get a puppy. Who knows if you come to my practice? ⁓ so I would we’d be remiss if ⁓ me as a nerdy financial advisor didn’t at least mention kind of one of the foundational things that we would highlight as you’re going to do this. We always talk about on the business side having, you know, one and a half, three months worth of overhead would be would be a lot. But if you’re gonna go do this.

Christine Uhen: I do want to find that office.

Matt Mulcock: I would teeter more, I’d kind of turn that notch up closer to that three months or maybe more, depending on the situation, of having that buffer of cash. Is that what you’ve seen as well?

Christine Uhen: Three would be my my recommendation too. Three months of operating capital. That just just because there is what happens very often when we we again we’ve done all of this, we’ve done our great communications, we’ve done this for 12 months, we’ve done our video, we’ve done our letter. And yet that letter comes from XYZ insurance company and patients are canceling last minute. And so there will be a hiccup that just plan for it, right?

Matt Mulcock: Yeah. Yeah.

Christine Uhen: How long? How many? How long does it last? It’s generally, I would say two to four weeks of, and then we all go, we get there’s a little bit of panic, and then we get settle into the new routine. So be prepared for that. Again, as a leader, plan for it. Let your team know you know it’s coming. We got this, it’s all good. And whatever it takes for you to reduce your stress as the as the business owner, whatever you feel comfortable with.

Matt Mulcock: Yeah. Yeah.

Christine Uhen: Having on hand so that you can be the strong, committed, directional leader that you need to be, that’s what you should have on hand. But I would I generally recommend that too, three months of operating expenses.

Matt Mulcock: Yeah. Yeah, tot totally agree. I think I love what you said there as just whatever you need to do on the balance sheet to to feel confident that you can go execute on this. Because you to your point, you may have executed a perfect plan, but if you’re not ready on the balance sheet, you’re gonna be stressed out your mind. And that’s gonna come through to patience, even if it’s a and your team, even if it’s perfect. And so preparing beforehand, I again I think that’s the theme of this is just

Christine Uhen: And your team.

Matt Mulcock: I don’t see a scenario where a dentist outside of being just purely lucky could execute this properly without taking a minimum of a year. It feels like this is like you said, you’ve you’ve said this twelve to eighteen months. Like everything you’ve highlighted just in this part two, let alone part one, it just takes time. You’ve got to do this really thoughtfully.

Christine Uhen: What to be successful. You don’t have to. You don’t have to. Yeah. And

Matt Mulcock: To be successful. Well, you don’t have to, but to be success to increase the probability of success, which is the business that we are in, you it’s just gonna take time. Yeah. Yeah. Awesome. Well, Chris, anything else? We covered a ton. Holy cow, this is amazing. ⁓ we exposed me that I need some training on the phones. It’s been a while since I’ve done that. ⁓ we do. Anything else you want to add to summarize this or wrap this up?

Christine Uhen: Well that is our highest recommendation. So We know someone who can help you with that, man. No. ⁓ again, as the business advisor, business strategist, this is something that I get asked about a lot and I’m really honored to help doctors think through this. So as we say, give us a call. If you have questions, definitely know that we’re here to help.

Matt Mulcock: Yeah. Yeah, I think that’s a great way to end it. We this is something among many things we help with dentists out there having questions around their practice, their taxes, investing, retirement, whatever it is, anything to do with money, that’s what we’re here to help with. So you can go to dentistadvisors.com, click the book free consultation button. We’d be happy to to talk to you and hear your story. ⁓ and maybe you get lucky and you get to talk to the the br brilliant guru strategist of Chris at some point. Maybe, maybe. ⁓ Chris.

Christine Uhen: I’m not giving away puppies. But I’m happy to talk to you. Yeah.

Matt Mulcock: Thank you. ⁓ Chris, thank you for being here. Yes, yes. Thank you for sharing your words of wisdom. And everyone, as always, thank you for listening. Until next time, take care. Bye bye.

Christine Uhen: Bye y’all.

Keywords: dental practice, out of network, patient communication, marketing, team training, dental insurance, practice growth, healthcare strategy

Practice Management