Episode 808: The Highest ROI Hire: How to Interview Your Dental Office Manager

You can also present a billing and insurance scenario, ask them to code a mock procedure, and
explain how they would submit the claim. You're not trying to trick them. You're protecting your
practice. Because when an office manager struggles with billing, it impacts cash flow immediately.
And cash flow is the oxygen for your practice.
Welcome to Austin, Texas, and welcome to the Dr. Phil Klein Dental Podcast. Today we're diving into a
topic that can make or break your dental practice. And yet, it's one that many dentists rush
through, delegate, or approach with more hope than structure. We're talking about hiring the right
dental office manager. If you ever had a great one, you already know. They are the engine behind
the scenes. They keep the schedule humming. They manage team dynamics. They protect collections.
And they handle patient concerns before they escalate. They turn chaos into systems.
And if you've ever hired the wrong one, you also know culture suffers, systems unravel,
production drops, stress skyrockets, and suddenly you're managing the manager.
So today I want to walk you through a structured, thoughtful interview process for hiring a dental
office manager, from that first online conversation all the way to the final offer letter.
Because this is not just another hire. This is leadership. Let's begin with step one,
the online interview. We live in a world where virtual communication is normal,
and frankly, it's one of the best filters you can use early in the hiring process. An initial Zoom
or video interview saves time, yours and theirs. It allows you to narrow down your applicant pool
before anyone rearranges a clinical schedule for an in-person meeting. But don't treat it casually
just because it's online. This is your first opportunity to evaluate something critical,
communication. Your office manager is often the face and voice of the practice. They may be
handling patient concerns online. They may be coordinating insurance verifications, financial
discussions, even virtual consultations. So watch carefully. How do they articulate their thoughts?
Are they organized in their responses? Do they maintain professionalism? Are they comfortable on
camera? If they appear disorganized or unprepared in a low-pressure online setting, that's
telling. Next, explore general experience. Ask them about their background managing teams.
Have they supervised front desk staff? Coordinated hygienist schedules? Overseen billing workflows?
Don't settle for surface-level answers. If they say, I improved office efficiency,
ask how. If they say, I streamlined scheduling. ask what changed.
And if they say, I handled billing, ask what metrics improved.
You're listening for ownership, specifics, measurable impact. Now,
strong candidates can confidently explain how they improve collections, reduced accounts receivable
days, tighten cancellation rates, or improve case acceptance processes.
Then comes something that's harder to quantify, but just as important, cultural fit.
Ask open-ended questions. What's your management style? How do you build team morale?
How do you approach patient care from an administrative perspective? Remember, you're not just
hiring skill. You're hiring energy, leadership, philosophy, emotional tone.
If your practice culture emphasizes collaboration and accountability, and the candidate leans
heavily onto authoritarian control, That mismatch will surface eventually. Better to see it early.
Now let's talk about the second round, in-person interview. Once you narrow down your list,
invite the top contenders to your practice. Now we move from theory to reality.
This is where you observe how they operate in your actual environment. Start with a tour of the
office. And here's the key. Don't just show them around. Watch them.
How do they greet your team? Do they make eye contact? Do they ask thoughtful questions?
Do they seem comfortable in a clinical setting? An experienced dental office manager, as they're
walking through your office, will naturally begin to assess your workflow. They may notice how the
front desk is structured. They may comment on patient flow. That curiosity is a good sign.
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Grandioso for you today at voco.dental. Then move into role-playing scenarios.
Present a situation, for example. A patient is upset about a billing issue and demands to speak
with the doctor. Or something like this. There's a scheduling conflict that leaves two hygiene
columns double-booked. Then say, walk me through how you'd handle this. You're looking for
composure, structure, empathy. Do they escalate everything to the doctor or do they take ownership?
Do they speak with emotional intelligence? Can they balance patient satisfaction with policy?
These situations are not rare events. They are weekly, sometimes daily realities in a dental
practice. Then dive into specifics. Ask about software proficiency.
Are they comfortable with your practice management system? Can they generate reports, track
production? monitor collection percentages, ask about billing codes and insurance handling.
Can they explain how they handle claim denials? How do they follow up on aging reports?
How do they train front desk staff on financial discussions? This is where you separate someone who
has simply worked at a dental office from someone who has actually managed one. Now let's talk
leadership. Because at its core, this position is about leading people. Ask them.
Tell me about a time you managed conflict between team members. And then listen carefully.
Do they avoid conflict? Do they blame? Or do they mediate with clarity and fairness?
Then you can ask them, what steps do you take when dealing with an irate patient?
Remember, strong leaders balance empathy with boundaries. Then ask,
how do you keep staff motivated and align with practice goals? If their answer revolves solely
around pay raises or bonuses, that's incomplete. Now, motivation also involves clarity of
expectations, regular communication, recognition, accountability. You want someone who understands
that culture doesn't happen accidentally. It's built intentionally, and the office manager plays a
central role in building it. Let's talk about skill tests and practical exercises.
After the in-person interview, consider something many practice. is skip, a skills assessment.
This doesn't need to feel adversarial. It's simply verification. For example,
provide access to your practice management software and ask them to schedule mock appointments,
enter patient data, or generate a production report. If they claim proficiency, this confirms it.
You can also present a billing and insurance scenario, ask them to code a mock procedure, and
explain how they would submit the claim. You're not trying to trick them. You're protecting your
practice. Because when an office manager struggles with billing, it impacts cash flow immediately.
And cash flow is the oxygen for your practice. So let's talk about background and reference checks.
Once you've identified your top candidate, don't skip the due diligence phase. Call references.
And don't just verify employment dates. Ask meaningful questions. How did they handle high
-pressure situations? Were they reliable? How do they contribute to team morale?
Listen not just to what is said, but to what is not said. Then conduct a criminal background check.
As we all know, the office manager handles sensitive patient information, financial transactions,
payroll. You need confidence in integrity. Some practices also run credit checks for managerial
roles, particularly when financial oversight is involved. This isn't about judgment.
It's about responsibility. And then there's personality and behavioral assessments.
Consider them. Some dentists incorporate personality tools like DISC or Meyer Briggs.
These aren't definitive hiring determinants, but they can offer insight. Is this person naturally
dominant, detail-oriented, relationship-driven, analytical?
Understanding personality helps predict how they'll navigate team dynamics and stress.
But remember, these tools supplement judgment. They don't replace it. Now,
before extending an offer, have one final conversation. This is where expectations are aligned.
Share your vision. Talk about where you think the practice is headed, its growth,
expansion, perhaps adding specialties, increasing hygiene production. Explain how the office
manager plays a central role in your vision. Then ask about their goals.
Ask them about long-term growth, leadership development, and stability. Alignment here reduces
turnover later. Because when expectations are mismatched, frustration builds quickly.
Now let's talk about the offer and agreement. We'll be right back in a second, but first, for many
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practices. To learn more, visit septodontusa.com. When you think you found the right candidate,
extend a clear formal offer. Details matter, and that's to do with salary,
benefits, incentives, leadership responsibilities, work hours, and any probationary period.
Be clear on all of this. Ambiguity breeds conflict. And also,
be open to negotiation, particularly around compensation and benefits, because high-performing
office managers understand their value. And if you found one who truly aligns with your culture and
vision, investing in them is often one of the highest return on investment decisions you'll ever
make. Final thoughts. Hiring a dental office manager is not just filling a vacancy.
It's selecting the operational leader of your practice. When done thoughtfully through structured
interviews, practical assessments, leadership evaluation, and thorough background checks,
you dramatically increase your odds of long-term success. The right office manager doesn't just
keep the lights on. They elevate production, strengthen culture, improve patient experience,
and protect profitability. And they allow you, the dentist, to focus on what you do best.
delivering exceptional clinical care. So whatever you do, don't rush this process.
Be intentional, be structured, and be thorough. Because when you get this hire right,
everything else in your practice becomes easier. And that's worth the effort. I'm Dr. Phil Klein.
Thanks for listening.