Getting Off the New Patient Treadmill

Welcome to Million Dollar Dentistry with your host, Gary Katie, brought to you by Next Level Practice. Next Level Practice is the leader in dental practice management. In fact, they are the best in the world at creating happy teams that implement sustainable results. Your host, Gary Katie welcomes you to this podcast as he discusses the common concerns, challenges, and shares his decades of experience in empowering dentists and dental teams to go from good to world class. Gary Katie is the visionary voice of Next Level Practice and has for the past 20 years interrupted the status quo of the dental world. He continues to bring national attention to the oral systemic connection and believes in the complete health dentistry model. He is a powerful educator and advocate for dentistry, dentist and dental teams. He is inspired every day by the courage and personal successes of the doctors and team members he has the privilege of working with.

Today we're going to talk about getting off the new patient treadmill and we will debunk the myth that they're the lifeblood of a practice and the only way to grow it is to keep adding more and more new patients. Hi, Gary.

Oh, Amber. You're always raising the bar on these podcasts and working me. I love it. Good to see you. Hear you. And yes, for sure. This is a turning point for so many dentists who are either struggling to pay their bills, like, all the way down there. And that's, you know, a lot of empathy. And because you're not just an entrepreneur, you're not just a dentist, you're an entrepreneur. And it's not your fault that you're sitting here trying to build the practice and you're a great dentist and a great dental team. But it just doesn't seem like the scoreboard, the bank account, the production and collection match up. And this is the turning point. This is the eye opener. This is the one moment, Amber, that really gives the dentists that come in and start working with us, they see through a new set of eyes. It's an amazing experience.

Yeah, that's what really was amazing to me because it opened my eyes when I read the book. And that idea that that shiny new patient is possibly not exactly what people think that it takes to grow. And so actually it's maybe the opposite if you keep adding new patients and adding new patients and losing the ones that you had. So the belief that you have to have a large influx of new patients is a prime example of what we're talking about in our last episode when we talked about that survival mindset. When you transform into a caring mindset, you have a new understanding and A way of being around the need for new patients. Do you think that's correct?

Well, no doubt. And this was a defaulted strategy that happened over years, and it's sourced in one place. When was the last time you bought something that you didn't think you needed, was going to cost you thousands of dollars, may hurt you and take time out of your day?

Hmm.

That question was really the basis for this conversation, because what was happening was everybody was living for the new patient, the new blood, if you will, the new. The new person that had hope, that if I said something to that person, they would accept treatment. And what doctors were not understanding is the entrepreneurial way to build the business is three particular ways. One is to have them purchase whatever is needed and wanted throughout the year. So in this case, a dentist would have them purchase. You know, the case acceptance needs to be addressed, because if you don't have a systematic process for that, and if you're just throwing a bunch of problems at people, they don't want to buy, problems that they don't think they have a problem for, they're asymptomatic, and therefore they don't accept treatment. And then you have to just put. Throw more people at the problem. But if you stop and step back and go inside your practice and work on converting the case, converting what's needed and wanted from the patient, there's tons of dentistry out there. The only problem is the disease is living in a patient's mouth, not being corrected in the dentist's chair. And so that's number one. And then, oh, my gosh, I had a big aha moment. The patients were coming in the front door. Because I had a marketing company before. We really took on creating happy teams that implement sustainable results, really working inside the practice. I was externally bringing new patients in, and I brought a. I'll never forget it. Here I was, Amber, in North county, San Diego, Dr. DiMasio, and I brought him 100 patients that month. He paid me $404 a patient, cost of acquisition that is the lowest on the planet. And he told me, he said, gary, you know, yeah, they came in, but they. When they were there, they didn't invest in anything. And then they never came back. So that made it very costly because there was no return on investment. And so I quickly learned that what Dennis really needed was a retention system, a case acceptance system, and then tertiary, a new patient system that kept that new patient for a life. And so that's really where. When you begin to look at the three ways to build A practice, they become exponential. And you don't have to rely on a very. The most expensive, least effective way of building a business, which is new patient acquisition.

So you're saying that to really focus on that care system, which is case acceptance, retention, and then the experience of the new patient. So in that experience part in your book, you kind of mentioned the Ritz Carlton effect. What did you mean by that?

Yeah, the practice sells a. They have to understand their position. And I call it the QSP triangle. If you look at a triangle, there's a Q at the top, quality S left on the right. Price. You can only offer two of three. So most dentists are trying to be all things to all people. Amber. Right. So I just want to highlight. Here's the best example I can give you. Banana Republic, the Gap, Old Navy, all owned by the same company, three different positions, quality and service. Banana Republic. High quality, high service. Match the colors, walk you up to the desk, fold up everything neatly. You have quality and service, and the prices are higher. Then we have the Gap. Lower prices, higher quality. And they're set up to have low service, meaning they'll have, like, one person in a rotunda. And you have to look on the shelves to see where 3632 is, right? And those pants. And you have to. You're not. They're not helping you match the colors. So it's really like a more of a. You know, you go in, you buy the pants, you know what you need, and you go pay for it. And then our Old Navy is low prices, high service. You know, people running around with headsets on, helping you find sizes. How's the quality? I know I go there for my Fourth of July every year, my Fourth of July T shirt. And on the sixth of July, because I washed it on the fifth, I'm throwing that T shirt away. But I paid 599 for it. And Brittany walked me over to find my extra large shirt. That's service and price. So you have to own your position. And once you own your position, I suggest private practitioners take a quality and service position. Higher prices, justified. And this allows you to give. Get the Ritz Carlton experience. Because people in 2020 and beyond are buying experiences. So if you're selling a commodity, they're not buying that. Especially in dentistry, like, everything's been commoditized with the pandemic, you know, like, you know, the more you can bring an experience, even if you're doing, like, a restaurant with takeout. And, you know, this one restaurant put, we are Grateful for you, Judith, my wife. And they put. They create the experience, the boxes they use and the little gift that they give you and the phone call that they gave us after we took it home to make sure that the order was perfect. Right. You can decommoditize everything. And I highly recommend it because this is how our private practitioners position themselves against the DSOs. You'll never out DSO. The DSO, they have it down. You can't get the economies of scale that they have, but you can crush them on the suite of services you offer and the experience that you provide the patients. Look, safety is worth everything. Now, if you sell safety and experience, oh, my gosh, you're going to win over and people are going to come to you and you're going to remove the barriers post pandemic, and you're going to have this amazing practice that is breaking records. How do we know this? There's a divide right now. I look at P and LS all day long. The clients that are coming into us and the clients that have been with us. We have people in 2020 who have actually beat 2019 and worked eight weeks less. Why? Because there's a mass exodus of practices that are not addressing safety and experience. And I'm going to add one more. Dentistry equals health. If you're selling, drilling, filling and billing, the active dentistry versus what dentistry means to the patient, and if dentistry equals pain to you, pain of physical pain, financial pain, etc. Then those patients are not going to come back. And the doctors that are positioning themselves as dentistry equals health. We are safe and you're going to have the best experience. There's a mass movement into those practices and we're seeing it in PNLs. Wow.

I love that. So you have mentioned before that there's four key elements in eliminating new patient inefficiency. And the first one that you mentioned was to establish the team as the patient's trusted advisor. Really showing the patients that this is a team that cares about them and doing that by showing them respect and setting clear expectations about what you expect from them as well. So, you know, I think about this so much. It is one thing that you and I have talked about a little bit before is this idea of story and who each person is in the story. And I think so much of the time we have thought about ourselves as the hero and we are not really thinking about our patients. Our patients really are the hero and we are just there to guide them.

Just like. I'm sorry for interrupting. Amber, go ahead, please.

No, I was just going to say, so that's part of being a trusted advisor, a guide, as opposed to us trying to be the hero all the time and swoop in and save everyone.

Well, that's what makes us really effective as a implementation company. You know, people come to us for our strategy and mostly because we know how to get sustainable implementation to happen. And it all starts with we see ourselves as the guide and advisor and the dental team as the hero. See, most of the dental team members are afraid of an outside consultant coming in because they're worried about being invalidated or losing their job. And it's really a fear based relationship. The minute they see that we hold them as the hero because we really do genuinely see them as the hero because they are healthcare heroes performing an amazing service to their patients. You know, when I learned that, I realized that, hey, that's our secret sauce into having us be effective with dental teams. Then I said, wow, we gotta translate this to the shift in the dental practice where they become the guide, the dental team becomes the guide, and then the patient becomes the hero. And then what happens is there's this beautiful mix of authority and empathy. When you're the guide, the hero looks to the guide. Sort of like Mr. Miyagi and the Karate Kid or, or Luke Skywalker and Yoda, the hero looks to the guide for wisdom. That's the authority piece. And for those dental practices that have a real hard time getting their patients to listen to them, this is one of the secrets of having that happen, is really where you elevate the patient as the hero and then you position yourself as the guide. And there's a four step process inside of that as well. Everything we do has steps. So it's like really positioning yourself as the guide so the patient knows the role. One of the things we've learned is we're seeing a lot of dental teams being the hero and there's no room for two heroes. That's why the position has to be this guide hero relationship. And it starts creating a link for the practitioner in a way that honors them. And the patient then trusts through the balance of authority and empathy. And now all of a sudden there's a game changer. Now you have to have a patient education system in place to become the authority. And that's the second thing that's usually missing is there's no real simple understandable terms that the advisor is giving the patient, if you will. This really changes everything. This really increases case acceptance just by this one distinction. And it also affects retention because now, it's not just a cleaning that you're coming in for because they trusted your word. You are the authority. You've given them examples of the oral systemic connection and the science behind taking care of the mouth and its impact on the body. Now all of a sudden, there's new world and a new relationship too, that the mouth, the health of the mouth matters, that patient matters, and. And that that dental visit really matters.

I love that. And then that goes into our second one where we're talking about the team needs to be aware of the patient's personal motivating values. The core piece of information here is if we don't speak in a way that the patient can hear us, and it will be hit or miss on whether they receive the education and the good that we're trying to instill or even whether they're going to trust us, because it's, you know, we. They know we care if we're speaking to them in a way that they can hear.

Well, this is true for, like, business owners and their teams, or dads with their kids or moms with their kids, or this is true for, you know, for dental team members and their patients. You know, you know, one of the things that's really going on in 2020 and and beyond is really attracting good team members, right? And if you start packaging your practice as a product that the team member buys and it's not exchanging time for a paycheck, but actually you're transforming the team member's life, their life becomes dramatically better, and then they bring that home. Not only will you attract the a talent, you'll retain it. And, you know, that's one example of really getting in the values of what's motivating a team. I'll give you an example. One of our team members, Kelly, she wanted to buy a condo. And I organized how she makes money and everything and helped her learn how to buy a condo. And she bought a condo this year. Last year she bought a beautiful Jaguar that she wanted. And so she sees me as her partner in helping her get more of what she wants and less of what she doesn't. So I'll give you that example first for always. I always talk about the internal customer, which is your team, and the external customer, which is your patient. And when you can, you know, do that first with your team, then. Then they experience it, and then they can give it away to their patience. You can't give away something you don't have for yourself. So the more you get in the world of people, the People that your internal customer, they then give it away to your external customer. Let me give you an example. Like, you know, so often we just. We look at every patient as just a person who comes in. They might have a family, they have these things, but we don't look at the backdrop of their life. And we typically look at, like, what they're saying to us, what's coming out of their mouth. See, we teach dental teams how to get behind what's coming out of their mouth, who is saying what is being said, and what do they really want? What are they motivated by? Or better said, what are they motivated to avoid, and what are they motivated to get? See, people move away from pain and move toward pleasure. And if you can get inside the world of the patient and get out of your own world and be 100% in the world of the soul, of the body, you get in the other person's world. Your speaking becomes the empathy that you have for the person that you're modeling in their world. And it creates this amazing automaticity for what needs to be said. So we don't believe in scripts because scripts dishonor the listener. You're saying the same thing over and over, and not everybody buys for the same reason. The other thing here is that I can't motivate people. All I can do is find out what they're motivated by and speak to that. And when you can combine and get to the root of why somebody's buying, whether they want it, it's the end, internal emotional reason why they're buying. You know, so often people say, well, I don't have money. That's not why they're buying. Or, you know, you know, they come in and they go, oh, well, I have a toothache. Well, there's something symptomatic, external that they can ask for. But 95% of dentistry is asymptomatic. So you have to get into the emotional psyche of the individual. And when you can speak to that, you know, we're selling $10,000 airway cases, $6,000 Invisalign, $800 perio protect, you know, soft tissue care. Take home soft tissue care. You are not closing those cases. If you are selling them as a commodity, you're just not. Because they're buying it for some emotional reason. The. The hole that. Which they're looking to fill, which is being related, feeling loved, being respected, you know, you know, living a longer life so they can see their son graduate high school, you know, go to college, get married, have kids. Longevity. These are the reasons, the internal, emotional reasons why people buy. And when you can tap into that and tie the dentistry to it, your case acceptance is going to go through the roof, especially those larger cases.

I love that. I also like that the third one that we talk about is that knowing the patient's fears and concerns, and that's overlooked sometimes when we're focusing on their personal motivators. So you have to overcome those as well, because, again, people don't buy that external. They buy internal. And so, you know, there are some people gonna buy external. Of course, we do know that. But for the most part, people are buying just what you were talking about from that internal place. They buy for their internal problem and not their external. And if they're in a place of fear and concern, then, you know, if you don't address that, it's. It's. It's an issue.

Yeah.

And that's going to leave you, you know, really vulnerable to cancellations and also to refusing treatment.

Absolutely. There's three primary, you know, money, time, and pain. And here's what I've learned. When you debunk the traditional objections for dentistry, when you get ahead of them and you acknowledge them, they don't have their grips on them. And largely the reason why people say, do whatever my insurance covers and I don't have the money for that is because you didn't handle the other side, which is, why should I buy this? Is this valuable to me? You haven't tied it to solving the internal problem. And if there's no symptoms present, the cost is higher than a solution to a problem that they don't think they even have the problem to begin with.

Very true.

So then they throw the one that they know that you'll go away on, because people are dealing with their own money issues, and you buy into it versus being a stand for the patient. You know, it's funny, because I have a practice in New York city that charges 3,500 for a crown, and we have a practice in Pennsylvania that charges 600 for a crown. And so it's the mentality of. And the position and all the things we're talking about here, why somebody can charge 35 for the same crown that they charge 600 for. So the game here is very simple. You can really get ahead. Like, you can have. That's the empathy piece. When you're the advisor, I know you're going through a challenging time, and I'm going to help you fit this treatment into your lifestyle so you can have it all. You can have your Budget be taken care of your investment for this. And then we can also do it in a way that won't affect your lifestyle. Do you see how I just beautifully just acknowledged it and then moved them through that space? Or, or I know you. In the past, you've expressed your concern and issue around your fears of dentistry. I want you to know that Dr. Rosenfinger is. That's why his last name is Rosenfinger, because he has hands of butter. I'm glad you're laughing at my dad jokes today, Amber.

I always laugh at your dad jokes. And you have a few of them, too.

And our doctor has hands of butter. They just melt in your mouth and they're just. You won't even know. He has this beautiful technique of numbing you. And you won't even feel, you won't maybe feel like a tiny bit of pressure. But it's just so he's just, he's a maestro with creating this beautiful symphony of calm and peace for you. And again, I just made all this up right now. Right? But hands of butter. Symphony of peace. Our assistant, oh, my gosh, she's got three kids and I want to be her kid because the way she cuddles you and wraps you in a warm blanket and puts beautiful headset on of music like, the experience is insane. And you know, our patients report that they didn't even. They felt like they were at a spa, not a dental practice. And I want you to know that that's what we do for our patients, especially those like yourself, that had bad experiences in the past. And we just really make sure we take care of you in that way. So I just want you to know you're in great hands. And when you say, hey, you don't have to worry about that, they go, yes, I do. Don't tell me to worry about that. You acknowledge it and then you say how you're going to address it. And that's the way we handle these objections way before they even happen. So you create the value, you debunk the typical objections, and now it's just a straight path to putting the patient in your chair and getting them taken care of.

Most definitely. And that does eliminate the vulnerability to the cancellations and the refusing. I love that. So one of the fourth thing that you mention in your book is that you should educate the patient on how to participate in your practice. You mentioned two different types of patients here. The coachable ones. We. Or as we could say, the honest, open and willing ones, or the ones that are going to suck the life Right out of you and the team. I assume a lot in that second category get screened out if the team is doing a proper VIP intake and initial interview. But there's going to be a few of those that slip through or maybe have been there a long time and are not. Is there ever a time when you have to say, maybe this. This patient isn't right for my practice anymore?

Yeah. The elements of play here are a few. First is you might wake up all of a sudden and go, I'm not standing for this BS anymore. I am done with it. And then you have a bunch of people that you've trained to be that that's okay how you've been operating. So you have to address them as they come through hygiene. So there's that strategy of, you know, the existing patients, and then you have to have a training system for your new patients. So that's step number one. Step number two is like every upset or inefficiency in a dental practice between team members and team members, doctor and team members, or dental team and patients are rooted in one of two areas. There's either a missing agreement or a broken agreement. So we operate practices by agreement. This is our secret sauce, one seventh of our secret sauce, called managing by agreement. So the first thing you have to do is set a standard by which you're going to operate inside of. Let's just call it that, you're going to see people on time and release people on time. And if you don't, you're going to acknowledge the person and saying, I didn't. We promised this time. It's going to be this time. We want to acknowledge that we didn't keep our promise here. And when you get all the way down to that, that's how you build trust between you and your team, you and your patients. Because one of the things we do is we charge our doctors $100aminute when. When they're late. And because a lot of doctors who don't understand the concept of lateness, tardiness in appointments or showing up for the morning huddle, if they don't operate that way, what happens is it gives permission for the team to do that when it goes to implementation, they don't keep their agreements. And then it goes. It trickles all the way down to the patient. They don't show up in time for their appointments. It's the law of the universe. When you don't, you know, it's really the definition of leadership. You go first. If you don't operate in a certain way what happens is, let's say, being on time, you're going to be okay with people that are not on time. Or if you don't pay your own bills and not having money is not an excuse for that, you can keep your integrity in by saying, I can't pay this, but I'm going to pay this. And at a certain time when you do, when you operate from agreements, people either line up or they go away. And when you cleanse your space, all the things that provide stress for you, you know, cash flow issues, broken and canceled appointments, all those symptomatic things are rooted in agreements. And there's either a broken agreement or a missing agreement. And the broken agreement is we've agreed to be on ready to go in the huddle at 8 and the doctor shows up at 8, 10 or doesn't show or whatever it is, and, or, you know, you're not paying your bills on time. Whatever it is, that manifests itself and it allows the people with the same kind of integrity as you to be in your space. So you have to first establish what you're going to operate from. Then you're going to say, this is going to be our standard. Then people are going to push back and then say, yes, we want to acknowledge the past. We've operated that way and now we're operating this way. It's so that we can honor your time and our time and we acknowledged our past breaks in that. And now we're standing for a new world. And we would like you to, we want to invite you to come on board. And you grandfather people, you, you know, for the existing people, you give them a chance to get on board. And we have an aid system which is when somebody breaks an appointment. It's a very simple system. AIDS is stands for. I asked you to be on time for the first time. Do you remember we talked about that? I asked you and you forgot. It's okay, I insist. Hey, last time we talked, hey, you know, you said you're going to be on time and then D is demand. Like, okay, we're at the third strike. Can you make it fun? We're at the third strike here, Mr. Late, late finger, you know, and then, you know, and then it goes up and on. So I, you know, go on for that. But this is how we get implementation to a team that wasn't implementing. We bring them on board, we establish the new benchmark, we put a line in the sand, we invite them to play on the new team and then we give them a chance to line up through the aid system.

Perfect. I love that. So, one other thing I want to. Before we close out today's episode, I want to talk about the concept of limiting new patients. If the practice is fully diagnosing the new patients aren't a key to growth and profitability. Can you expand on that? New patients are not necessarily. Again, just to make sure that we're clear on this, that they're not the golden Holy grail.

Yeah. You know, if you, if you do this right, you need dramatically less new patients depending on what your goals are. And everything is done by math. You know, it's sort of like, you know, bridge painters don't need to get a new bridge if they're painting the George Washington Bridge. By the time they start on one end, they get to all the way on the other end. The bridge needs new paintings. So, you know, and I'm not saying in any way, I don't want the listeners to hear like, I'm selling dentistry that's not needed. But if you really set standards for hard tissue and soft tissue, you can't get to all the dentistry that's needed in a dental practice. If you have, depending on your goals, you know, if you have a thousand patients and you're, you want to do a million and you're getting 20 new patients a month, you'll never have to worry about marketing ever again. Because unless your goals dramatically rise, which is fine, or if you're starting out, obviously you need new patients, but new patients become tertiary. When you understand what your capacity is, we call it the abundance score. And the abundance score is your relationship to your capacity and what you're actually doing. Meaning if, let's say, you know, let's just do some quick math. If you get a crown of the buildup is the case acceptance amount. With a good case acceptance system, let's call it 800 on average nationally, and 200 for the buildup, $1,000 and then two profis, two exams, a set of bitewings, that's your retention, the patient coming back twice. A lot of patients come back three and four times. Especially with COVID and the pandemic and inflammatory diseases, you want them coming back more. And you're looking at, you know, let's just say 300, you know, 150 for each visit times two. 300 plus 1000 is worth 1300, the average annual value of an adult coming back twice through hygiene, Investing in the value of a crown of buildup. We're not saying they're buying a bunch of crowns. This is the fee schedule of the restorative care. If you have a good system in place, and now you're looking at, if you have 1,000 patients, that's $1.3 million. Amber, this practice, when we first get it, is doing, you know, 650. 50% is their abundance score. Now watch this. I didn't even. I didn't even add new patients to this. If you add 20 patients times 240 or times 12 is 240 patients times, you know, 1300. Do the math. You know, you're at a billion five, and this practice is doing 650,000. And so, you know, you can easily. This is why we can get practices that are doing 650 to a million pretty fast. Because it's all inside. It's all things you can control. It's getting your team on board. It's giving them the three simple systems. It's. It's really simplifying running a practice and then really knowing the data, automatic data, that really shows you where the inefficiency is so you can course correct it. So it's that simple. Just consider that we've made it difficult. That's all. We're simplifying things here. Amberito.

Oh, I love it. You know what I love is that you have a system. You have that care system, and when you're working through that case acceptance, when you're really helping people speak to the right things, speak so people can hear, you're taking care of that case acceptance, and then you're retaining those patients and you're checking in on that experience and making sure the experience of the patient is in line, then it truly does all take care of itself. So if they're fully implementing our care system that, you know, they're just, they're. They're knocking it out. That's why you were talking about earlier. The reason our practices are really doing phenomenal in 2020, in spite of everything that's happened, is because they have this care system and they have it down and they're practicing it. I love that.

You bet. Hey, here's the thing. I'll close on this note. You're not. Your circumstances, in my book, bounce back from anything. There's the dirty dozen in dentistry of things that happen to each of the 6,000 dentists that I've worked with, there's 12 things that dentists have to bounce back from. And here's what I've learned. Any dentist who's totally committed to produce a result, as long as they bring 100% commitment to addressing whatever it is that every single time they've gotten past it, we walk them through the fire onto the other side and put solid footing underneath them so that they can march forward. Circumstances are necessary because they give you where the weakness lies in your business. You know, I've been through 9, 11, I've been through the crash of 2008 and then walked practices straight through the pandemic to the other side. And what I learned is, and then my own personal issues of alcoholism, autism and workaholism. After every crisis or during the crisis, it unveils the weakness that have. That you have to put into your business that when it's in, you can walk through anything simpler, easier and faster. It just, it just. A crisis unveils the weakness that you need to address. Otherwise you wouldn't see it, you'd be blind to it. And you just. The problem with dentistry is people are successful in spite of themselves because you can make a lot of mistakes and still do well and not bad or wrong mistakes, if you understand. It's just that the fundamentals of people and business, when not put in place, will show some vulnerability and block the blessing of running a successful, thriving, abundant practice.

Thank you, Carrie. This has been a great conversation and I'm looking forward our next episode. We're going to talk about attaining the next level in your practice.

Oh, yeah. The next level of Next Level baby.

There you go.

I just called you Ambie. Oh, my God.

I have all kinds of different. It's really funny. I laugh about it because I. People like to call me some. Several different things. Kimberly is one of them. I don't know why. And Autumn and so. And then Ambie. Amber Eloise. That's my middle name anyway, so we could just combine those. That's fine.

Oh, my God. My mind's going crazy right now. Amber, I could be giving you all kinds of stuff with this Ambie thing, but we'll leave it at Ambie and you can use your creative funny mind.

There we go.

To see what that picture is. So, Ambie, I thank you for your partnership. Have a great one and I'll see you when I see you.

Thank you for listening to Million Dollar Dentistry with Gary Katie. This podcast is brought to you by Next Level Practice. Next Level Practice is the leader in dental practice management. In fact, they're the best in the world at creating happy teams that implement sustainable results. If you would like a copy of Million Dollar Dentistry, please contact Amber Keithley at Next Level Practice. You may call us at 212-388-1712, extension 119 or go to nextlevelpractice.com podcast and request a copy in our Ask a Question box. We look forward to brightening your smile.