When we talk about growing a dental practice, the conversation usually turns to patient numbers -- how many new patients we're seeing, how full the schedule looks, or how booked out the hygienists are. And while those things matter, they're only one piece of the puzzle. Real growth -- sustainable, intentional growth -- comes from knowing your numbers and understanding what they tell you.
Growth isn't about being busier. It's about being smarter with your time, team, and resources. It's about knowing exactly where your practice is today so you can figure out how to get to where you want to be tomorrow. Because let's be honest, if all we did was treat patients, submit claims, post payments, and occasionally hire or let someone go, how would we know if the practice is truly thriving?
The why behind the numbers
Trish Calhoun.
Your practice numbers are more than data points. They offer insights into your systems, team performance, and capacity. They tell you if you need more clinical days. They help you figure out if you need to hire another assistant, hygienist, or an associate.
These numbers show whether treatment acceptance is where it should be. If not, you may need to change how you present care. They will also highlight how each provider contributes to the practice's overall goals. They show you the areas where you're performing well and the areas where you can improve.
Building the right system
A few years ago, we decided to get serious about tracking our numbers, not just at the practice level, but by provider. We created a simple spreadsheet system that helped us clearly see the story our numbers were telling. Here's how we set it up.
- Tracking provider hours worked vs. hours available: Each provider (doctor or hygienist) logs the actual number of days and hours they work each month. We also track how many days the practice was open so we can compare availability with production. This helps us quickly find gaps; for example, such as if a provider works fewer days or if the practice is open but production doesn't reflect it.
- Treatment presented vs. treatment accepted: Every provider also tracks their treatment presentation and acceptance numbers. This gives us real-time insight into patient behavior and how effective we are at communicating the importance of treatment. If a provider is presenting a lot but acceptance is low, it opens the door for training or a discussion about how we're talking to patients.
- Production vs. practice goals: We set a monthly production goal for the entire practice and for each provider. Then we track what each person produced. This isn't about pointing fingers or creating competition, it's about keeping everyone aligned and aware of what we're working toward. The goal is always teamwork and growth.
Turning monthly data into annual insights
At the end of each month, I transfer the data from our monthly tracking sheets and plug them into a master spreadsheet. This tool is what paints the big picture.
It shows how close we were to our monthly and yearly goals, where growth occurred, and where we fell short. It establishes our baseline numbers for the following year and determines if we need to review our staffing, scheduling, and production models.
This master spreadsheet becomes the foundation for setting goals for the next year. It's not based on guesswork or how we feel things are going. It's based on real numbers from real work done by real people.
Sharing the numbers with the team
One of the most important parts of this system is transparency. Every month, we share them with the team. We discuss any questions, address concerns, and brainstorm together on ways to improve.
Being open about our numbers has completely changed the way our team operates. When the team understands the "why" behind our goals, they're more engaged in helping us get there. It's no longer about coming in, seeing patients, and clocking out. It becomes about being part of something bigger, something we're building together.
Sharing numbers also removes the mystery and builds trust. If we say we need to hire someone new or extend hours, the team understands why, because we're all looking at the same information. They're part of the decision-making process, not reacting to it.
Growth with purpose
Knowing your numbers doesn't mean you have to be a "numbers person." It simply means you care about running your practice with intention. Once you have the right tools in place, tracking becomes second nature, and the insights you gain from it are invaluable.
Growth doesn't have to mean chaos. With the right systems, you can grow your practice while still protecting your culture, maintaining your standards, and keeping your team motivated.
So, ask yourself: Do you know where your practice is today? Do you know where you want it to go? And, most importantly, do you have the numbers to help you get there?
Patricia “Trish” Calhoun has 23 years of dental experience, starting as a certified dental assistant and advancing to registered dental hygienist. After relocating to Florida, she transitioned into dental administration, becoming an office manager, where she leads her team and manages practice operations. Calhoun is a member of the American Association of Dental Office Management and holds a master’s designation. She serves as president of the Dental Professional Learning Network NW Florida Dental Connection.
The comments and observations expressed herein do not necessarily reflect the opinions of DrBicuspid.com, nor should they be construed as an endorsement or admonishment of any particular idea, vendor, or organization.
