Lisa Bainham explains why dental practices thrive on intentional leadership, helping them to get the most out of the practice manager-owner partnership.
Building a strong leadership team in a dental practice is one of the most important, and often most overlooked, elements of running a successful business. Over the last two years, I’ve been approached by practice owners asking for help either finding their ideal practice manager (PM) or trying to shape their existing one into the role they need. Supporting these requests has been eye‑opening, entertaining at times, and incredibly rewarding.
What I’ve learned is that every owner has a different idea of what a practice manager should be. Some want a strategic thinker, others want a steady operational lead, and some want someone who can simply take the pressure off. Many want all of that wrapped into one person. But there is no universal ‘perfect PM’. There is only the right PM for that owner, team, and practice.
This is where personality profiling becomes invaluable. Understanding how people communicate, what motivates them, and how they respond under pressure helps ensure that the owner and PM aren’t just compatible, but complementary. Matching a visionary owner with a detail‑driven PM can be transformative. Matching two big‑picture thinkers, on the other hand, can create chaos. So, personality type, working style, expectations, and even preferred pace all matter just as much as experience and qualifications.
The search for a practice manager
Once I understand what the owner truly wants and what the practice genuinely needs, the search begins. And this is the part that has often felt like running a dental‑themed dating agency. I’m looking for alignment on personality, leadership style, communication habits, salary expectations, and long‑term goals. It’s not just about whether the PM can do the job; it’s about whether they will thrive in that specific environment. When I find a match that feels right for both sides, you might think the job is done. But that’s where the real work begins.
A new PM-owner partnership is like a dance. Both parties must learn the steps, understand each other’s rhythm, and figure out how to move together without stepping on each other’s toes. In those early months, I often become the dance instructor. I induct the PM into their new role, help them understand expectations and priorities, and support the owner in adjusting their communication and management style. At this stage, I sometimes feel more like a relationship counsellor than a consultant.
And there’s a good reason for that. Most new hires don’t leave because they can’t do the job. They leave because the relationship doesn’t work. Research shows that one in three UK employees won’t still be in the same job next year, and 15% of people who resign say they felt unmotivated in their role. That lack of motivation is often rooted in unclear expectations, poor alignment, or a mismatch between what the role required and what the person understood it to be. This is exactly why the PM-owner relationship needs intentional nurturing.
How to nurture the practice manager-owner relationship
I recommend a full year of structured support for new PM-owner partnerships. It may sound like a long time, but leadership relationships don’t mature overnight. Over that year, we set clear aims and objectives, review progress regularly, adjust expectations, strengthen communication, and build trust. There will be ups and downs, moments of friction, and times when one or both parties feel unsure. But with a clear route and consistent support, the partnership becomes stronger and more effective. When that happens, the entire practice feels the benefit.
The real message here is simple: you don’t get the perfect PM-owner relationship by luck. You get it by design, effort, and ongoing commitment. And yes, sometimes it still doesn’t work out. But even then, the process gives you clarity. You learn what you want, what you don’t want, and what you absolutely cannot compromise on in the future.
A strong PM-owner partnership is the backbone of a successful dental practice. It shapes culture, performance, patient experience, and long‑term growth. When you invest in that relationship and give it the time and attention it deserves, everything else in the practice becomes easier. And when you get it right, the whole team moves in harmony.
Seeking help
To finish, it’s worth remembering that no practice manager or owner has to navigate this journey in isolation. The Dental Practice Managers Association (ADAM) exists to support dental practice managers and non-clinical team members with trusted advice, shared experience, practical resources and a genuinely supportive professional community.
As chairperson of ADAM, I see every day how powerful it is when managers feel informed, confident and backed by people who understand the realities of the role. Membership is just £10 per month and you can join online at www.adam-aspire.co.uk.
If you’d like a complimentary chat with me or would like to find out more about ADAM and how the association can support you or your practice, please email info@adam-aspire.co.uk. We would be delighted to help you take the next step with clarity and confidence.
This article is sponsored by The Dental Practice Managers Association (ADAM).
