Why Your Incentive Program Isn’t Working by Flint Geier

What it takes to drive top performance from your team

by Flint Geier

When teams underperform, most dentists think lack of motivation is the culprit and that offering incentives will solve all their problems. So they introduce what they think is the perfect incentive program, then wait anxiously for the results to flood in. But nothing really changes. I’ve seen that scenario play out countless times.

What’s the disconnect? Motivation isn’t the problem. The real issue is lack of ownership, and that’s something templated incentive programs you got from a “guru’s” online course can’t solve. To perform at their best, team members must feel empowered and valued. That takes more than the possibility of a higher paycheck; it takes a fundamental shift in practice culture. Real, sustained motivation comes from consistent training, coaching, accountability, and recognition. The right behaviors must become part of the culture, with incentives used to reinforce and reward those behaviors.

While knowing they can earn more based on results can be a driving force for team members, putting the right structures in place really unlocks their full potential and leads to significant practice growth.


Motivation starts with purpose
When team members understand the positive impact they can have on the practice, they perform at a higher level.

For example, some team members may not realize just how much the practice stands to lose if a potential new patient schedules, but never comes in. They don’t understand that without a consistent flow of new patients, practices eventually shrink, plateau, or unfortunately, go out of business. That’s why every team member must be in the new patient business.

Conservatively, every new patient represents about $3,000 in lifetime collections, with some spending tens of thousands over that time. That’s huge, and is something every team member should know before they answer the phone. Getting first patient calls right is mission critical, and tying incentives to new patient numbers reinforces that.

So does establishing the right mindset.

When team members constantly hear things like, “We’re overwhelmed” or “We’re too busy” from the doctor, they think the practice is fatigued, which doesn’t exactly motivate them to schedule new patients. Instead of complaining when you’re busy, reiterate how important every new patient is to practice growth. Pursue the solutions to those problems of scale that come with success.


Ownership drives results
The best practices create an environment where every team member feels responsible for the patient experience and practice success. Giving team members more control over their area fosters that sense of ownership. When that happens, practice numbers go up, including new patient conversions.

This might require updating outdated models. Here’s one of my favorite examples. Most offices task the same team members with answering phones, handling administrative tasks, and greeting patients. That model exists for a one-doctor, one-employee practice, not a multi-million dollar office with multiple team members. But I see it over and over. Splitting up these roles allows team members to take real ownership, while also providing patients with a better experience.

So many practices just go through the motions—and patients notice. That’s why we love in-person training. It’s an opportunity to get team members out of the office for a day to talk about how they can improve efficiencies and deliver better care, and why it matters. After working with more than 11,727 independent practice owners and conducting more than 36,917 team trainings, we’ve learned what it takes to build motivated teams that drive practice growth.

I find most people want to be good at their jobs. But, if they don’t have that sense of ownership, they often settle for good enough. You have to raise the standard, train them on the behaviors required to meet that standard, and then reward them when their efforts translate into positive results.


The long haul
Accountability, training, and ongoing team development make incentive programs sustainable over time. The Scheduling Institute even offers an accountability component to our 12-month team training program and a rewards platform for front desk team members in our certification program.

Ongoing training is critical to creating a strong practice culture. When you invest in your team members, it shows you value their contribution. They gain new skills and become more motivated to excel, especially when you reinforce the behaviors they’re learning with incentives. It’s like a puzzle piece. Everybody fits and creates the picture together.


Take care of your team
When establishing your incentive program, remember recognition is just as important as financial rewards, especially for front office staff who have such an impact on practice growth. Let them know you appreciate their hard work. And when the practice succeeds, make sure they share in that success. Getting team members involved and keeping them updated on practice progress will motivate them to contribute even more.

Incentives should reinforce the right behaviors, not simply reward outcomes. If you want a more motivated team, start by helping everyone understand how they contribute to practice growth. Give them ownership over clearly defined responsibilities, recognize the behaviors you want repeated, and consistently coach and hold them accountable to those standards. A one-time bonus or incentive plan isn’t enough to create sustainable motivation. When the right behaviors become part of the culture, your team will understand their value, perform at a higher level, and drive practice growth.

Take care of your team, and they’ll take care of your business.

Want to build a higher-performing team? Schedule a complimentary practice growth accelerator call at schedulinginstitute.com or call 770-518-7578.

This content is sponsored by Scheduling Institute.
For more information, visit schedulinginstitute.com.

Flint Geier, president of Scheduling Institute, soon to be The New Patient Institute, has spent his career inside one of dentistry’s most results-focused organizations, working with thousands of practices to build high-performing teams and drive growth. He hosts the New Patients Now podcast and has spoken on industry stages nationwide.