Breaking Up Is Hard to Do! 10 Decisions to Make before Transitioning into a Partnership

The divorce rate of dental partnerships is equal to or higher than marital divorce rates, and filled with similar emotions such as anger, resentment, loss, blame and financial pain. Breaking up is hard to do!

Whether you are the new dentist joining the practice or the established dentist the transition process is often extremely emotional. The retiring dentist often feels unappreciated and pushed out. The new dentist feels like they are on hold or in limbo just waiting to enact their plans.

A transition expert can help make the process flow much smoother. However, some experts focus primarily on the money side of the transition. There is more to a transition than just the money. Very seldom is money the cause for breakup. It is the disagreements on the day to day operations that lead to most breakups.

I have found partnerships to be a lot like a marriage. You have your dating phase where everything is just awesome. Then you become partners (marriage or work) you start to notice little things that you differ on that you just assumed you would be on the same page. In other words that they would agree with you and do it your way. The little things don’t stay little; they go from just bugging you to driving you crazy. Anger, stress, resentment and frustration build until someone blows up and eventually decides to break up. When I ask dentists what was their deal breaker…it is almost always different expectations pertaining to the day to day operations.

It’s important for partners to have a clear and united vision for how the practice will operate from the start in order to nurture a successful partnership. It starts by both partners clarifying their expectations during negotiations and being open and willing to compromise. We can no longer expect it to be done only our way. If partners have different visions and goals for the practice they will confuse and frustrate the team and each other. Creating a clear and united partnership will be an ongoing decision making process.

Discuss and agree on how you will actually work together and run the day to day operations during negotiations. Here are 10 key decisions to make prior to becoming partners and signing on the dotted line.

1. Equipment

• What is the budget and overhead percentages
• Who decides what to purchase
• Who pays for it
• Who decides when to purchase
• What happens if you don’t agree

2. Team

• Who makes decisions on recruitment and termination
• Who decides which team member works with each doctor
• Who trains the new employees
• Who makes ongoing decisions relating to the team
• Who is the go to person for the team (I suggest the practice administrator is the go to person who then meets with the doctors to discuss and make decisions.)
• What happens if you don’t agree

3. Leadership

• Who sets systems and protocols
• Who handles conflict resolution
• What happens if it is the doctor’s attitude, communication or behavior that creates concerns with the team and or patients
• What happens if you don’t agree

4. Patient Care/Treatment

• Will the services you offer be the same or different
• What special amenities will you offer
• What happens if you don’t agree

5. Schedule

• How are new patients distributed
• Who sets procedure times and protocols
• Who does hygiene exams and on which patients
• What happens if you don’t agree

6. Production/Performance

• What is the expectation for working hours and time for each partner
• What is expectation for PPH
• How much time off
• How far in advance is notice needed to request time off
• How are emergencies handled and who covers them
• How are hygiene exams compensated
• Will you be fee for service provider or an insurance provider (if so which)
• Will you offer 3rd party financing
• What happens if you don’t agree

7. Working Elsewhere

• Non-compete expectations
• Non-solicitation expectations
• Teaching and CE engagement expectations
• What happens if you don’t agree

8. CE

• Who pays for CE
• Is there a cap on CE per partner
• Who decides what CE is pertinent to the team
• What happens if you don’t agree

9. Unforeseen Circumstances

• Disability
• Death
• Breach of partnership
• Bankruptcy

10. Exit Strategy

• Establish a clear and specific exit strategy to avoid a negative/emotional ending
• Clearly define the wind down process
• Specify schedule (hours and days per week)
• Agree on and set the final working date
• What happens if you don’t agree

Prevent the breakdowns that lead to breakups by discussing and agreeing on the 10 key decisions before signing on the dotted line!

(If you would like to receive the white pages for United Leadership please email me at JudyKay@PracticeSolutionsInc.net and write United Leadership in the subject line.)