Better Profitability Through Insourcing

Episode #424 with Brenda McNulty

There are things not getting done in your practice. But what if there was a way to get a team member to do exactly what you need at your budget? Well, there is! And Kirk Behrendt brings in Brenda McNulty, the dental group director from Support DDS, to tell you all about insourcing — a great way to help your team members free up their time. If you want a remote, certified, trainable team member who can work on your schedule to increase profitability, listen to Episode 424 of The Best Practices Show!

Main Takeaways:

Insource what your team members don't like doing.

Support DDS offers complete front desk support.

There is a large pool to choose from in Support DDS.

You can customize when and how they work for you.

They will be trained to represent your brand.

Quotes:

“Right now, burnout is happening at a huge rate. People are leaving a dental office to go get paid $0.50 more an hour down the street. I live in Colorado. There's a big, huge sign out in front of Target that says $24/hour starting wage. It took me years to get $24 an hour! And let's face it, if I was working at Target, or if I'm working at Dollar Tree or In-N-Out Burger, I'm pretty much leaving all my cares at my job when I leave. Dentistry is not like that. We have things that carry over day to day. It is very stressing on the body, on the mind, on the communication, vocal skills — everything. It’s stressing. And so, people that are really good are demanding a lot of money, or they're going to go somewhere else for $0.50 more.” (4:17—5:06)

“Imagine that you put out an ad for exactly what you want, and within two days, you had three people to interview that matched your skillset, that matched everything that you want perfectly, all well below the budget of what you want to spend. Imagine that. And that's why [Support DDS] is so popular. Because you're not getting a service, you're getting a team member that represents your team, and they do whatever it is that you want them to do.” (5:31—6:03)

“I tell the dentist, ‘Go to your team and say, ‘What are you doing right now that you don't like to do?’ And they’ll give them a list of all the things they don't like to do. And then, have the dentist say, ‘If we took those things off of your plate, what could you be doing?’ And you'll find out all the things that should be getting done that aren't.” (6:49—7:06)

“We have some offices that are paying thousands of dollars in marketing each month, and yet their phones are going unanswered. We have other offices that team members are sitting on hold for 45 minutes with Aetna, or Cigna, or fill-in-the-blank of whatever insurance company, all because the office needs to know whether something is covered or what the history is. But the team members don't have time to serve both the patient in the office as well as the back side of it. So, I think where the value comes the most comes from knowing what the need is of the dental practice.” (7:36—8:14)

“[My favorite position we have is] the director of first impressions. The new patient phone calls are routed to our team members in Zimbabwe who speak with a beautiful accent. It kind of sounds British-Australian squished together. So, it’s an accent that people want to listen to. They take the new patient phone call, and they ask all the questions that normally, in office, they don't have time for, like, ‘What are your expectations of us as your new dental home? What inspired you to contact us?’ They're also able to spend as much time as they need to develop that connection with the patient.” (8:19—8:54)

“By implementing this director of first impressions, what we’re doing is we’re rolling out the red carpet long before [patients] even walk up to your front door.” (10:28—10:36)

“The people...