We’ve talked about the erosion of trust in healthcare.
We’ve talked about what it feels like from the patient’s chair.
Now comes the question that matters:
What are we going to do about it?
I think we start by remembering that trust isn’t a marketing strategy.
It’s a way of practicing.
And sometimes it begins in an unexpected place:
Live below your means.
Dentists should prosper. But when our lifestyles require every open chair to be filled and every treatment plan accepted, financial pressure can quietly influence clinical judgment.
Financial breathing room gives us the freedom to say, “You don’t need this yet.”
Or, even harder:
“I’m not the best person to do this.”
Years ago, the cousin of a friend—I’ll call him “Marty”—came to me wanting his severely worn teeth restored to their original form and function.
To Marty, it seemed pretty straightforward.
To me, his severe wear, obvious bruxism, overdeveloped mass and less-than-ideal occlusion were screaming:
“Alan, do NOT go near this guy!”
I knew a prosthodontist who had the skills to manage both the restorative complexity and Marty’s considerable risk factors.
There was one problem.
Marty had been to his office and didn’t like it.
We talked.
And talked some more.
Instead of trying to convince Marty that I was right and he was wrong, I listened to what was bothering him.
Then I called the prosthodontist. I spoke with his front desk person. Together, we lowered the barriers keeping Marty from getting the treatment he wanted and needed.
Eventually, he went.
The prosthodontist successfully managed the case—and it ended a whole lot better than I believe it would have if my ego had convinced me to tackle it myself.
Sometimes earning trust means saying, “I can’t do this for you.”
But don’t stop there.
Stay in the conversation.
Help your patient get where they need to go.
That’s what collaboration looks like.
You are the expert on dentistry.
Your patient is the expert on themselves.
They know their fears, finances, priorities, history and values.
Bring those two sets of expertise together and you have what I prefer to call a Collaborative Agreement, rather than simply a treatment plan.
Curiosity is essential.
Suppose a patient with severely debilitated, perhaps unrestorable teeth asks you about whitening.
It’s easy to think, Whitening? That’s the least of your problems.
Instead, ask why.
Maybe there’s a wedding coming.
Maybe they’re terrified of losing their teeth.
Maybe they’re ashamed.
Maybe they can’t afford the treatment you’re recommending.
Once you understand what’s driving the request, you’re no longer arguing about whitening.
You’re solving a problem together.
The same principle applies to anger.
I’ve come to believe that anger is often fear in disguise.
Before responding defensively, become curious.
What’s underneath the anger? Fear of pain? Money? Losing control? Being judged?
Address the fear and sometimes a confrontation becomes a collaboration.
Trust also requires competence.
If you can’t perform a procedure well enough that you’d be comfortable doing it on your spouse, your mother, or someone else you love, refer it to someone who can.
If you want to perform that procedure, terrific.
Take serious hands-on continuing education. Find mentors. Practice. Become excellent.
Patients deserve our compassion. They also deserve our competence.
Finally, make sure your entire practice walks your walk.
Call a new patient the day before their first visit and ask whether they have any questions or concerns. Usually you’ll leave a voicemail. Occasionally you’ll address a fear before that patient ever walks through your door.
Either way, you’ll blow them away.
Express gratitude.
Call a favorite patient between recall visits just because you were thinking about them.
Create a culture of loving kindness.
And reconnect with your WHY.
Why did you become a dentist?
Is the practice you lead today still reflecting that answer?
Trust isn’t built when we present treatment.
It’s built long before we present treatment.
Listen generously. Stay curious. Keep learning. Know your limitations. Put the patient’s best interest first.
Do those things consistently and loyalty, referrals and prosperity tend to follow.
Not because you became better at selling dentistry.
Because you became better at caring for people.
Make people’s lives better.
The material rewards have a funny way of following.
