Home  Library   Practice Management & Marketing  Are You Holding Daily Team Huddles?

Are You Holding Daily Team Huddles?

By: Brandon Finazzo

You hit the ground running when you get to the office, immediately jumping into the challenges of the day. It may seem like you'll never catch up with the innumerable demands of running your own dental practice.

But hold on a moment. Have you considered the many benefits of taking time each morning to host a "team huddle" with your staff? A team huddle gives you and your team an opportunity to discuss and prepare for the day ahead, and may make all the difference in shaping the kind of day you have. Team huddles may help reduce stress by providing a clear strategy for meeting daily goals. In addition, team huddles are a great way to facilitate open communications and help ensure a continued focus on priorities.

Take a few minutes towards the end of each day to jot down an agenda for the next morning's team huddle. Then take no more than 15 minutes for the morning huddle, before your first patient arrives. Be sure to include your full staff in each team huddle meeting.

Sample topic examples to use to build your daily agenda

Select the topics that are most relevant for each particular day to help ensure you stay within your 15-minute timeframe:

Yesterday's schedule and performance

  • What went exceptionally well (beyond normal expectations)?
  • What could be improved? Keep this short and simple, for example:
    • Let's try to move patients through registration more quickly
    • We could do a better job of coordinating our lunch breaks

Today's schedule

  • What time have you set aside for emergencies?
  • Is there anything special you need to know about today's patients?
  • Any problems, concerns, or celebrations everyone should be aware of?

New patient information

  • Share any information gathered over the phone or online about new patients coming in today

Production goals

  • Review whether you reached production and collection goals yesterday, and where you are to date in meeting monthly production goals

Financial discussion

  • Review the patients you are expecting payment from today, patients needing financial arrangements, and any problem accounts or unpaid balances

Pre-block appointments (preserving a block of time for significant treatments)

  • Identify the day's pre-block schedule for both new and repeat patients
  • Note: If you have been unable to fill pre-blocked time 48 hours before the scheduled day, fill the time with any available procedure

Internal marketing

  • Identify one or two patients visiting today to ask for referrals
  • Follow up on the results of yesterday's efforts to obtain at least one or two patient referrals

Unscheduled treatment needs

  • Identify any patients coming in today with needed treatment that has been diagnosed but not yet scheduled, and make a plan for attempting to schedule the treatment

Thought for the day

  • Use a quote, cartoon or short story to highlight a particular work challenge, inspire your team to stay positive and focused, or express appreciation for their hard work

By holding team huddles on a consistent, daily basis, you may soon find you have new ideas for completing projects, enhancing patient relations, dealing with financial issues, and improving overall productivity and efficiency.

About the Author

Brandon Finazzo is the Business Development Manager for Wells Fargo Practice Finance in Arizona. He has been in the banking and financial services industry for more than a decade. With a variety of financial products, Wells Fargo Practice Finance can help medical professionals start, build, grow, and transition their practices throughout their career. Brandon can be reached at 510-418-1519 or brandon.finazzo@wellsfargo.com

View all articles by Brandon Finazzo

Want more strategies for practice success?

The best way for us to help you meet your needs is to hear about them directly from you. If there's a business, financial or practice-related topic you're interested in, let us know. We'll do our research and get back to you.

The articles and materials on the Wells Fargo Practice Finance website are provided for general information only and do not constitute, nor are they intended as, a substitute for consultation with accounting, tax, legal or other professional advisors. Wells Fargo makes no representation regarding the articles available in the Strategies for Success Library or the completeness or accuracy of the information contained therein. The articles and the information contained therein may be incomplete, may contain errors or may have become out of date. Wells Fargo makes no commitment, and disclaims any duty, to update any of the articles or materials in the Strategies for Success Library.

The views expressed in the articles are those of the authors alone. They may or may not reflect the views or opinions of Wells Fargo.

All financing is subject to credit approval.

All financing is subject to credit approval.

All financing is subject to credit approval.

All financing is subject to credit approval.

All financing is subject to credit approval.

All financing is subject to credit approval.

All financing is subject to credit approval.

All financing is subject to credit approval.

All financing is subject to credit approval.

All financing is subject to credit approval.