So glad this topic was mentioned on the forum! As I approach the middle of my third year of dental school, I can confidently say that the more I learn, the more I realize I do not know; business knowledge is no exception to this phenomena. Similar to others who have commented on this post, my school offers a few elective courses on the basic business of dentistry, and we are fortunate to also have a few core classes that allow us to think through the patient population, insurance plans, and practice designs of a hypothetical practice. Like many concepts in the clinical aspect of dentistry, however, most of the necessary principles are best taught through real life experience. As a pre-dental student, I shadowed a general dentist who allowed me to watch all aspects of the dental practice. I spent one session with the front office, observing how insurance worked, how staff interacted with patients regarding finances, and so much more. I am so thankful for that experience, and I think it would be wise for any pre-dental to have that exposure so they can understand that dentistry is about so much more than what happens in the chair. As far as responding to the need for more business education in the current dental school curriculum, I understand the need to keep the experience to 4 years or less. I love the idea of a Business committee in one's ASDA chapter; it's an organization that already generates tons of interest. Another idea is incorporating an introductory business class into the prerequisite course list for pre-dental students. Of course, there are modifications in business strategy for dental professionals, but this would give students at least some small exposure to business concepts before dental school. Having asked a few young and seasoned dentists how they obtained their dental knowledge, I also have realized the importance of literature in dental business. Even resources like the Business Insider and Harvard Business Review can provide tips to get started and better handle personal and professional finances. I am eager to see and perhaps be a member of the force that addresses this void in the current dental school education experience.

I am pretty involved in school as a member of the executive board of our ASDA chapter and president of the Dental Business Management Club. In the past, I have advocated for the implementation of more business oriented resources, but it is truly amazing how little is given to students. Speaking to mentors and other recent graduates, the sentiment is always the same: the dentistry is the easiest part of running a dental business. The argument is that dental school is made to prepare you as a medical professional. You will inevitably leave with the tools to diagnose, treat, and maintain dental problems. However, the ability to successfully do all of these steps is inevitably compromised if you can't keep the doors of your practice open. The current state of dental school across the country does not adequately address these issues and must quickly adjust in order to educate students before they enter the volatile economic climate of today.

Business training in dental school education must be critically looked at. It is daunting to think about the number of facets that I don't know as a graduating dental student about the business model. There are so many aspects of business that are not addressed in dental school and it seems irresponsible of the institutions to not include this in our education. Sure, I would be willing to pay extra tuition in order to take an additional class or two on business training. Performing dentistry is a part of our position, but running a business is also a part, of which I would argue is just as important. It is not only important for revenue to be generated, but also to understand the legal entities of running such a business.

As I approach the halfway mark of my dental school education I am becoming increasingly aware of how little business training is offered in my classes. As described, the demands of a dentist are multifaceted and the responsibilities great. With a lack of experience and managerial training, it's difficult to feel prepared for entry into the workforce. Adding to the stress is the high cost of education. Debt ranging from 200-400k has become a norm for dental students across the country. This burden of debt, along with the the other unknowns we face, puts many of us "Type A" students in an uncomfortable position. As a result, corporate dentistry is becoming a more appealing option for recent grads. This is a far cry from the entrepreneurial spirit witnessed in our application essays. What do people think of the dual degree 5 year DMD/MBA programs? Does anyone here think that an MBA is practical to the dental career? Or are CE courses, experience, and a good mentor enough to successfully transition into private practice management?

I completely agree that dentists do not receive extensive business training in school and that it is a critical aspect of being a dentist. At our school, we have two Practice Management courses, which present very worthwhile information. However, I still feel that once I graduate, I will be overwhelmed and underprepared for handling the business aspects of dentistry. I believe the problem lies in the fact that we are trying so hard to master the handskills and sciences aspects of dentistry that we cannot devote adequate attention to learning the business end of things. I think CE courses are inevitable for most of us who desire incorporating practice management in our lives.

I completely agree that dentists do not receive extensive business training in school and that it is a critical aspect of being a dentist. At our school, we have two Practice Management courses, which present very worthwhile information. However, I still feel that once I graduate, I will be overwhelmed and underprepared for handling the business aspects of dentistry. I believe the problem lies in the fact that we are trying so hard to master the handskills and sciences aspects of dentistry that we cannot devote adequate attention to learning the business end of things. I think CE courses are inevitable for most of us who desire incorporating practice management in our lives.

I completely agree that dentists do not receive extensive business training in school and that it is a critical aspect of being a dentist. At our school, we have two Practice Management courses, which present very worthwhile information. However, I still feel that once I graduate, I will be overwhelmed and underprepared for handling the business aspects of dentistry. I believe the problem lies in the fact that we are trying so hard to master the handskills and sciences aspects of dentistry that we cannot devote adequate attention to learning the business end of things. I think CE courses are inevitable for most of us who desire incorporating practice management in our lives.

I completely agree that dentists do not receive extensive business training in school and that it is a critical aspect of being a dentist. At our school, we have two Practice Management courses, which present very worthwhile information. However, I still feel that once I graduate, I will be overwhelmed and underprepared for handling the business aspects of dentistry. I believe the problem lies in the fact that we are trying so hard to master the handskills and sciences aspects of dentistry that we cannot devote adequate attention to learning the business end of things. I think CE courses are inevitable for most of us who desire incorporating practice management in our lives.

A Dr. Heller spoke for us recently on the topic of associateship and similar business topics. You might look to schedule him for your own school, JohnD, because he was very informative!

After reading your post I thought I would take a second to define the role of the CEO for everyone. Although most dentists feel they should be involved in day-to-day managerial operations, a CEO’s primary concern should be the implementation of a management team that will run the company’s operations and achieve the corporation’s goals. Successful CEOs understand that they should not have to do everything in order for their corporations to be successful. Consider the fact that 9 out of 10 entrepreneurial businesses go bankrupt within 5 years. This factor is not necessarily due to an unsuccessful company or product concept. Entrepreneurial businesses generally fail because their CEOs do not know how, or are unwilling, to give up control. The clinicians do not trust the dental team because they do not know how to train their staff to manage specific responsibilities. Clinicians are so busy being entrepreneurs and producing results that they fail to build successful management teams. Typically, dental practices do not go bankrupt. They do not, however, maximize their productivity or profitability either. In the 1990s, dentists were less concerned about profitability due to the stock market boom. Now that a significant shift in the stock market has occurred, more dentists are becoming increasingly concerned with profits. In order to achieve these challenging financial objectives, the clinician’s role as the CEO must change.