
Lisa Bainham explains why saying no is an essential part of balancing leadership and relationships as a dental practice manager.
In the fast-paced and demanding environment of a dental practice, managing a team effectively while fostering positive relationships can be a delicate balancing act. As a dental practice manager, one of the most powerful tools at your disposal is the word ‘no’.
When used thoughtfully, it can help streamline operations, protect your time and energy, and ensure fairness. However, saying no isn’t always easy, and it must be done in a way that maintains trust and morale within your team.
1. Prioritising tasks and managing workload
As practice managers, we are often inundated with requests, from administrative tasks to urgent patient concerns. It’s essential to prioritise tasks that align with the practice’s goals and delegate appropriately. By saying no to tasks that don’t align with these priorities or that can be handled by others, you free up your time for high-impact activities. Clear communication about your decision-making process helps your team understand the rationale behind your no, reducing potential frustration.
2. Setting boundaries to prevent burnout
In a high-pressure environment, it’s easy to fall into the trap of overcommitting. By setting clear boundaries and learning to say no to excessive work demands, you can prevent burnout and model healthy work habits for your team. Emphasise the importance of self-care and time management, showing that respecting one’s limits leads to sustained productivity and job satisfaction.
3. Ensuring fairness and transparency
Fairness is crucial in maintaining a positive work environment. Saying no when necessary ensures that resources and opportunities are distributed equitably. When turning down requests, be transparent about your reasons. For example, if you need to decline additional responsibilities for one team member because it would unbalance the workload, explain this clearly. Transparency fosters trust and shows that your decisions are based on fairness, not favouritism.
4. Empowering your team
Empowerment comes from trust and delegation. Encourage your team to develop their problem-solving skills by saying no to requests they can handle independently. This not only boosts their confidence but also promotes a culture of self-reliance and innovation. Provide guidance and support when needed but make it clear that you trust their abilities.
5. Fostering open communication
A strong team is built on open communication. Create a culture where team members feel comfortable expressing their needs and concerns. When you need to say no, do so with empathy and understanding. Acknowledge their request, explain your reasoning and offer alternative solutions if possible. This approach shows that you value their input and are committed to finding the best outcomes for everyone.
6. Maintaining positive relationships
Saying no doesn’t have to strain relationships. Approach each situation with empathy and respect. When declining a request, express appreciation for the individual’s effort and contribution. For instance, you might say: ‘I appreciate your initiative, but we need to focus our resources on other priorities right now.’ Positive reinforcement and constructive feedback can help maintain morale and motivation.
The power of no is a valuable tool for dental practice managers. By prioritising tasks, setting boundaries, ensuring fairness, empowering your team, fostering open communication, and maintaining positive relationships, you can lead effectively and create a supportive and efficient work environment. Remember, saying no is not about rejecting people – it’s about making thoughtful decisions that benefit the entire practice.
Your confident, nurturing and fair management style, where your team feels both supported and empowered to seek help, will naturally facilitate a harmonious and productive workplace. It’s the perfect blend of leadership and empathy that ensures everyone’s needs are met and the practice runs smoothly.
Empathy, respect and a willingness to explore solutions should be your go to responses when saying no. While the following examples will be natural and obvious to most people, in my experience, when not done well, we begin the start of resentment that sometimes leads to rebellion within our teams. Use ‘no’ wisely and appropriately.
Practice manager to nurse
Situation: the nurse asks for additional leave during a busy period.
Script: ‘I understand you’re looking for some time off, and I appreciate your dedication. However, we’re heading into a particularly busy time and it’s crucial we have all hands on deck. Can we look at scheduling your leave for a less hectic period? I’ll make sure you get the time you need as soon as things calm down.’
Practice manager to receptionist
Situation: the receptionist requests to leave early regularly for personal commitments.
Script: ‘I know your personal commitments are important and I respect that. However, we need to ensure our reception is fully staffed during peak hours to provide the best service to our patients. Perhaps we can find a way to adjust your schedule so you can still meet your commitments without impacting the team’s performance. Let’s discuss this further to find a suitable arrangement.’
Practice manager to principal dentist
Situation: the principal dentist suggests implementing a new procedure that isn’t currently feasible.
Script: ‘I appreciate your innovative idea and understand the potential benefits of this new procedure. However, given our current resources and the training required, it might not be feasible to implement right away. Let’s revisit this in a few months when we might have more capacity to explore it thoroughly. In the meantime, we can focus on enhancing our current procedures.’
Lisa Bainham is the chairperson of the Dental Practice Managers Association (ADAM) which exists to support practice managers and other non-clinical roles within the dental practice. Membership of the association is just £10 per month (£120 a year) and is available to practice mangers, practice owners and others aspiring to practice management. Find out more at www.adam-aspire.co.uk/joinus.
This article is sponsored by the Association of Dental Administrators and Managers (ADAM).