By Roger P. Levin, DDS
Introduction
After observing tens of thousands of dental practices, Levin Group found that 96% of team members with the title of Office Manager have little to no prior management experience or formal education. Office Managers need comprehensive training to properly understand their responsibilities and conduct their work; that’s why Levin Group concluded that the role of dental office manager needs to be updated and upgraded.
This situation prompted the Levin Group to create a new comprehensive consulting program for office managers, training them to serve as the Chief Operating Officer (COO) of the practice, with responsibility for non-clinical activities. The program will help dentists reduce time spent on administrative tasks and focus on providing patients with excellent dental care.
Most successful businesses have someone who is in charge of all day-to-day operations. In the case of an entrepreneurial business, it is often in the entrepreneur themselves. But in most industries, the entrepreneur is not the one doing all the sales responsibilities, especially for dentists. Dental practices require the dentist to “do the dentistry” and the amount of dentistry performed is a key factor in practice success.
Remember, the more time a dentist can spend with patients, the more profitable (and enjoyable) a career will be. If the dentist spends more time on daily operations, it is less likely to generate income. And that’s where the office manager comes in.
The evolution of dental office managers
The term office manager emerged in the dental industry in the 1980’s. In my opinion, it was a “feel-good term” aimed at elevating the perceived importance of front-desk team members and helping them to feel more appreciated. Making people feel important and appreciated is never a bad idea but conferring a title without an actual job description or any additional training limits the team member’s ability to succeed.
In comparison, in a large corporation manager move up gradually through the ranks, have supervisors to train and teach them and systematically prepare for the role. Most dental office managers in the 1980’s were simply the front-desk lead and remained basically the same after being promoted to office manager. It was a “title in name only.”
Today, dental businesses are far more complicated than in the 80’s. In particular, large group practices require a well-trained, high-level office manager to operate more efficiently and profitably. Office managers in large group practices must oversee all non-clinical activity, such as:
1. Implementation of all management systems.
Management systems are a foundational aspect of how well practices run. The office manager oversees the scheduling systems (the command and control of the practice), insurance management, collections, no-shows, hygiene productivity, overhead control, and many other areas. Proficiency in this area alone can take 18 to 24 months to master.
Management systems cannot just be put in place and forgotten about. As with physical exercise, when you leave the gym, your physical fitness may start declining; dental practice systems also require consistency and commitment. If you don’t go back to the gym for months, your fitness will decline precipitously, and if you implement a practice system but fail to repeat it consistently, your practice production will suffer.
2. Proper allocation of all human resources facets
This includes recruiting, hiring, onboarding, payroll processing, benefits administration, performance management, employee relations, and training of all team members, including the clinical team. We recognize that the HR functions are complicated. It involves both the science and the art of being a leader to help people grow and reach their potential.
Now, it is the office manager’s role to set goals for the team as a whole and for its members individually by providing everyone with achievable, specific targets. Office managers must consistently and fairly measure those targets and work with people to improve performance. They also need to deal with conflicts that will arise among team members and resolve them quickly, calmly, and completely.
3. Controlled overhead expenses
As overhead rises, we are now seeing practices that have higher production and lower practice profit for the first time. Although this did occur periodically in the past, it was a minority of practices and is now actually growing. The office manager needs to monitor and control overhead, such as staff compensation, and identify key methods to reduce costs and increase the practice’s profitability.
4. Management of each doctor’s responsibilities
Keep in mind that office managers do not supervise any doctor’s work, but they manage the systems that determine each doctor’s daily to-do list, schedule, and how each doctor can best contribute to practice production. The office managers also conduct regular team-wide meetings and monthly doctors-only meetings to gather input from the doctors.
Essentially, an ideal office manager operates like a COO and helps ensure clear communication among doctors, especially on necessary information, reports, and decisions. Lastly, the office manager is responsible for identifying potential problems in the practice that need to be brought to the attention of the doctors or owners.
Every dental practice can benefit from having an office manager, but in a large group practice, they are essential. Depending on the size of the large group, it may be necessary to establish two or more levels of office manager roles, because no individual can effectively manage 8, 12, or 15 practices on their own. Large groups need a “regional” office manager or executive administrator, who can select managers for each office.
This approach helps the office manager navigate responsibilities, as they have individuals in each location as direct reports. A direct report, the office managers in each office, directly reports to the head office manager, executive director, or executive administrator.
Summary
Traditionally, the term ‘dental office manager’ is loosely defined, and that needs to change now. The majority of individuals who hold the office manager role do not have a prior management background or formal education. Today, comprehensive training is required for office managers to become chief operating officers, who manage all non-clinical aspects of the practice and eventually hold authority in managing the overall practice.
There should be no argument about the hierarchy of it all. Office managers and doctors must work together to maintain a good, professional working environment for the staff, and to provide excellent dental care to patients.
ROGER P. LEVIN, DDS
Roger P. Levin, DDS is the CEO and Founder of Levin Group, a leading practice management consulting firm that has worked with over 30,000 practices to increase production. A recognized expert on dental practice management and marketing, he has written 67 books and over 4,000 articles and regularly presents seminars in the U.S. and around the world. In 2025 Dr. Levin received the Fauchard Gold Medal from The Pierre Fauchard Academy for his contribution to dental practice management.
To contact Dr. Levin or to join the 40,000 dental professionals who receive his Practice Production Tip of the Day, visit www.levingroup.com or email [email protected].