Driving efficiency through leadership: a comprehensive approach to endodontic practice management

Dr. Craig Hoffmann describes how to grow and foster leadership with the help of Specialty1 Partners

In today’s fast-paced dental landscape, running a highly efficient endodontic practice requires more than just clinical skill and high-tech tools. It’s about building systems and empowering teams to function at the highest level. At Wichita Endodontics, we’ve had the opportunity to lead a multi-doctor endodontic practice that balances technical excellence with exceptional patient care. Our growth and success have been driven by strong leadership, strategic operational systems, and a commitment to consistently delivering top-notch service. Here’s how we’ve done it.

Developing a leadership team: the foundation of our practice philosophy

As our practice grew, it became clear that in order to maintain efficiency and high standards of patient care, we needed to develop a leadership team. Managing six doctors and about 40 staff members required a shift from being heavily involved in day-to-day operations to empowering others to take on leadership roles. This shift allowed us to focus more on strategic growth, patient care, and continuous improvement.

Building a strong leadership structure didn’t happen overnight; it was shaped by the lessons we learned from several influential books. These books provided the framework for leadership, team engagement, and operational efficiency, helping us transform our approach to running the practice.

1. Turn the Ship Around! by L. David Marquet – This book introduced us to the concept of “leader-leader” rather than “leader-follower.” We embraced the idea of empowering every team member to act as a leader in their role, making decisions independently and owning their responsibilities. This shift has been vital to maintaining efficiency across our growing team.
2. The 21 Irrefutable Laws of Leadership by John Maxwell – The “Law of the Lid” was a game-changer for us. It reinforced that the practice could only grow as much as we grew as leaders. This insight pushed us to continually improve our leadership skills and ensure that our leadership team was capable of raising the overall level of the practice.
3. The Ideal Team Player by Patrick Lencioni – This book helped us define the characteristics we wanted to cultivate in our team. We developed the CHAAD values (Considerate, Humble, Ambitious, Adaptable, and Dependable) based on Lencioni’s framework for finding and developing ideal team players. These values have become the foundation for how we recruit, train, and recognize our staff.
4. Traction by Gino Wickman – As we scaled, it became essential to have systems in place that could support growth. Traction provided us with a practical framework for operational management, ensuring that as we grew, we didn’t lose control of the business side of things.
5. Fix This Next by Mike Michalowicz – Whenever challenges arose, Fix This Next helped us prioritize what needed immediate attention. This book guided us through systematically fixing operational bottlenecks, allowing us to stay focused on continuous improvement without being overwhelmed.

These books were instrumental in guiding the development of a leadership structure that could manage the increasing complexities of a growing practice. By applying the lessons we learned from them, we created an efficient, empowered team capable of driving the practice forward.

The leadership lid: raising the ceiling for success

One of the most impactful leadership concepts we’ve embraced is from John Maxwell’s The 21 Irrefutable Laws of Leadership, specifically the “Law of the Lid.” This principle states that an organization can only rise to the level of its leader. Realizing that we were the “lid” of our practice was a turning point. If we wanted to see our team reach new heights in terms of efficiency and patient care, we had to continually improve ourselves as leaders.

This insight drove us to build a leadership team that could elevate our entire practice. By creating a leadership structure that empowers others, we could ensure the continued growth of the practice, even if we weren’t directly involved in every decision or interaction. Our leadership team, developed through book studies like Maxwell’s and L. David Marquet’s Turn the Ship Around! now functions independently, driving operational efficiency and contributing to our practice’s consistent success.

Empowering team members through level 4 leadership

Marquet’s Turn the Ship Around! heavily influenced our approach to leadership. His focus on turning followers into leaders at every level resonated deeply with us. In our practice, this has translated into empowering team members to take ownership of their roles, make decisions, and proactively seek solutions. We don’t wait for issues to arise before fixing them — our team is encouraged to identify problems and present solutions.

Our assistants, inspired by these principles, play a pivotal role in patient care, from conducting clinical tests to explaining procedures. By the time the doctors step into the room, much of the groundwork has been laid, allowing them to focus on diagnostics and treatment without delay. This approach saves time while maintaining high patient satisfaction. Our team members aren’t just cogs in the machine — they’re leaders in their own right, and their autonomy allows the practice to run smoothly without bottlenecks.

Scaling with Specialty1 Partners: the key to managing growth

As our practice grew to include six doctors and about 40 staff members, managing the administrative workload became increasingly difficult. While we had built strong systems to handle clinical efficiency, the business operations side was consuming too much of our time. It was clear that in order to continue growing while maintaining high standards of care, we needed help. That’s when we partnered with Specialty1 Partners (S1P).

S1P has been instrumental in alleviating the administrative burden that had previously fallen on us. By working directly with our office manager, S1P handles the bulk of our administrative tasks — everything from payroll and HR to billing and compliance. This partnership has allowed us to focus on what we do best: managing referrals, optimizing patient care, and refining clinical procedures. Instead of getting bogged down with day-to-day administrative duties, we can dedicate our time to continuous improvement in patient experience and treatment outcomes.

The ability to hand over these non-clinical responsibilities has been a game-changer for us. It’s enabled us to focus on leadership and patient care while ensuring that the business side of the practice runs smoothly, allowing for sustained growth without compromising quality.

Core values that shape our practice culture

Efficiency isn’t just about speed; it’s about creating an environment where everyone feels valued and understands the core principles guiding their actions. Patrick Lencioni’s The Ideal Team Player helped us define these principles, which became the foundation of our CHAAD values: Considerate, Humble, Ambitious, Adaptable, and Dependable.

Each month, we recognize a team member who exemplifies these qualities through our CHAAD Star of the Month program. This recognition reinforces our values while encouraging team members to strive for excellence in both technical skills and interpersonal interactions. Our focus on humility and adaptability ensures that no matter the challenge — whether it’s a difficult case or a last-minute scheduling change — our team is prepared to handle it with grace.

Exceeding patient expectations: creating raving fans

After attending a Tony Robbins seminar, we became deeply invested in the concept of creating “raving fans.” This philosophy goes beyond just meeting patient expectations — it’s about exceeding them at every turn. From the first phone call to posttreatment follow-up, our goal is to surprise and delight our patients with exceptional service. It’s not just about the clinical results; it’s about making the entire experience memorable.

Our reviews often highlight not only the doctors but also the team’s performance, which reflects the culture we’ve worked hard to cultivate. Each touchpoint, from patient intake to post-procedure care, is designed to ensure patients feel heard, supported, and respected. By the time they leave our office, they’re not just satisfied — they’re advocates for our practice.

Building systems for efficiency: the key to high-level production

Of course, none of this would be possible without a well-designed system. Efficiency in an endodontic practice isn’t about cutting corners — it’s about maximizing the value of every team member’s time. One of the keys to our success has been streamlining our workflow so that doctors focus solely on clinical tasks, while highly trained assistants manage the rest.

Our assistants handle everything from patient intake to clinical testing, so when the doctors enter the room, they can make the diagnosis and start treatment almost immediately. This system, where assistants manage radiographs, testing, and patient education, saves around 20 minutes per case. It allows the doctors to move quickly between patients without sacrificing quality. Each assistant is trained to anticipate needs, ensuring that every step of the process flows seamlessly.

We’ve also adopted a dual-chair system, where consult assistants manage patient consults, reducing the time doctors spend on non-clinical tasks. These assistants gather medical information, explain treatment options, and get consent, allowing the doctor to step in only for critical points in the process. The time saved is significant, allowing for a higher number of daily treatments without overwhelming the team or compromising care.

Watching our team grow: the most fulfilling aspect of leadership

One of the greatest joys of our careers has been watching the team grow, both personally and professionally. There’s immense satisfaction in seeing someone join the practice in a junior role and then evolve into a leader. As the team becomes more capable, the practice benefits, and so do our patients.

We’ve made it a priority to create opportunities for our team to grow and succeed. Whether it’s through leadership development programs or simply offering guidance on a challenging case, fostering this growth has become one of the most rewarding aspects of our work. It’s a reminder that the success of a practice isn’t just about one person — it’s about the collective effort of a committed and capable team.

Conclusion: efficiency through empowerment

As we reflect on what has made our practice successful, we keep coming back to one word: empowerment. By empowering our team, focusing on core values, and building systems that allow us to run efficiently, we’ve created an environment where every team member can thrive. In turn, this has allowed us to provide exceptional care to our patients, consistently exceeding their expectations.

Our partnership with Specialty1 Partners has also played a critical role in enabling us to maintain this level of care while managing the complexities of growth. By allowing S1P to handle the administrative side of the practice, we’ve been able to focus on what matters most: delivering high-quality endodontic care and creating an outstanding patient experience.