First, know why you want a consultant
and then look for one who specializes in that area. Then, begin
your search by asking a colleague for a referral, calling a consultant
who has written an article you found informative, and/or checking
with the Academy of Dental Management Consultants You may also
want to contact the American Dental Association Directory of Management
Consultants at (312) 440-2895, check online at www.ada.org, or
e-mail Dental Platforms at: info@dentalplatforms.com
See "Services" for
KJA's areas of expertise.
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The Academy of Dental Management Consultants
can give you a list of consultants, but one of the most common ways
to find a consultant is by asking colleagues for referrals.
It is also a good idea to attend seminars
on some of the subjects you are concerned with. If you like what
a particular presenter has to say, that may be the consultant for
you.
See "Testimonials" for
a partial list of doctors who recommend KJA.
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The price will vary based upon the
market you are in, the needs of your practice, and the reputation
of the consultant. The best way to determine the value of a proposal
or estimate is to see how well it is customized to your practice.
If you are being offered services you do not need, do not see services
you do need, or if the proposal seems vague, you may be getting a
consultant who uses a formula rather than a system tailored to your
needs.
At any price, a formulaic approach
will cost too much. On the other hand, a good consultant will evaluate
your practice, tailor the approach to be taken, and show you the
value of every component in the approach. When you are comfortable
and confident with the services being offered, the price is usually
right.
Our proposals are all tailored to
your needs, and we will take the time to show you exactly what your
customized consulting program will do.
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There are a number of different scenarios
where a consultant's expertise would be helpful: If your practice
has reached a plateau and you're not sure how to take it to another
level.; if things aren't going well and nothing seems to change that
trend; if you want to phase out HMO's or PPO's; if you need help
training staff; if your hygiene department is not profitable; or
even if you're a new practice owner and need help making the transition.
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Unless you know what to look for,
it is strongly suggested. Just as you would have a home inspected
by an expert before purchasing it, you will want an expert to report
on every aspect of a practice.
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Because the presence of a consultant
can sometimes make staff members feel threatened about their jobs
and future, it is extremely important for the owner/doctor to immediately
define the consultant's role as an ally to the practice and a team
member.
Once the consulting program begins,
the owner/doctor will be integral to its implementation. No consultant
can be at a practice every day, and no manual, no matter how specific,
can handle every situation. The owner/doctor must be willing to take
accountability for the new shape the practice will take.
See "Testimonials" for
an idea of how well we work with owner/doctors.
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A good consultant will evaluate your
staff to determine if any staff-related deficiencies can be corrected
without turnover. Most of the time, a staff member does the job they
were given in a job description so the deficiency has occurred because
they are underutilized or under-trained. Retraining is often a better
option than a new hire.
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Before you sign any agreement or contract
with a consultant, you should ask that question specifically and
be clear on how the agreement can be terminated.
Our contracts allow you to terminate
the agreement, without cause, at any time. There is no penalty or
buyout, only fees owed up to the termination date are due.
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