Having interviewed dental practice owners across a spectrum of practice sizes—ranging from small, family-focused clinics to larger, multi-location operations—to discover the qualities, traits, and habits that these owners most desire in an associate dentist, here are the results. While each practice has its unique culture and patient demographic, a remarkable level of consensus emerged around the attributes that turn a “good” associate into a truly exceptional one.
Here’s a compilation of what practice owners want—along with their “wish list” actions that they say would stand out from day one.
1. Clinical competence and commitment to growth
What practice owners said:
- “We look for someone with a strong clinical foundation. They don’t have to be an expert at every procedure, but they need to be competent in standard treatments.”
- “Continuing education is huge. If you’re not willing to learn, you can’t keep up with patient expectations or evolving dental technology.”
When I asked owners what they valued most in terms of clinical performance, two themes repeatedly surfaced: a solid academic background and a demonstrated eagerness to keep learning. No one expects brand-new associates to place implants as skillfully as a 20-year veteran, but a willingness to seek out mentorship and additional training goes a long way.
Wish list action:
Invest in Continuing Education – Several owners mentioned that associates who actively pursue courses in areas like implant dentistry, cosmetic treatments, or new endodontic techniques quickly prove their dedication to high-quality patient care. Sharing new knowledge (perhaps via a quick lunch-and-learn for the team) is an added bonus that benefits the entire practice.
2. Strong communication and patient-centered care
What practice owners said:
- “Patients aren’t just mouths with teeth—each one comes with concerns, questions, and financial realities. The dentist who really listens stands out.”
- “I’d rather hire an associate with average hand skills and stellar communication skills than the opposite.”
It might sound obvious, but communication repeatedly came up as a key differentiator between an “okay” associate and one who’s truly remarkable. Owners stressed the importance of empathy, clear explanations, and the ability to build trust with a diverse patient population.
Wish list action:
- Follow up with patients – A quick phone call or message after a challenging procedure can make a huge impression. As one owner put it, “If an associate takes the time to call a patient who had a difficult extraction, that says volumes about their compassion—and patients remember it.”
- Speak the patient’s language – Another popular recommendation was tailoring explanations to each patient’s level of understanding. One practice owner said, “Some patients want detailed, scientific explanations, while others just want a quick rundown. The dentist who can read the situation and adapt is invaluable.”
3. Adaptability and a team-first attitude
What practice owners said:
- “An associate might be a rockstar in the operatory, but if they can’t work with the rest of the team, it becomes toxic.”
- “A busy practice needs all hands on deck when schedules change or emergencies pop up.”
Dentistry is famously unpredictable—patient cancellations, equipment glitches, and last-minute emergencies can throw a carefully planned day into chaos. Practice owners need associates who can handle surprises with grace, stepping up to help anywhere needed.
Wish list action:
- Offer help proactively
If the receptionist is swamped with phone calls or a hygienist needs an extra set of hands, jump in. Owners noted that an associate who views themselves as part of the collective team—rather than operating in a silo—improves overall efficiency and team morale. - Suggest creative solutions
Many owners said they appreciate associates who respectfully recommend improvements. Whether it’s an idea for better patient flow or a more efficient charting process, offering solutions shows initiative. One owner recalled, “Our new associate streamlined our inventory tracking system—an unexpected but welcome benefit.”
4. Alignment with practice values and culture
What practice owners said:
- “Cultural fit is everything. If we specialize in family care, we need an associate who loves working with kids and anxious parents.”
- “We have a reputation for conservative treatment. If someone pushes aggressive upsells, it confuses patients and damages trust.”
Every practice has its own identity, shaped by everything from the owner’s philosophy to the local community’s needs. Culture dictates not only the types of treatments offered but also the practice’s overall atmosphere. Owners say that an associate who wholeheartedly adopts the clinic’s values creates a seamless patient experience.
Wish list action:
- Research the practice in advance
Before interviewing (and certainly before your first day), take the time to learn about the practice’s mission, reputation, and patient demographic. One owner said, “It’s shocking how few people even glance at our website. If an associate shows up knowing our story, that’s a big green flag.” - Engage in community activities
If the practice does charity work or hosts events, showing genuine enthusiasm to participate earns major points. An owner told me, “We love giving back to the community. Associates who jump in to help at local fundraisers or school visits make a great impression.”
5. Entrepreneurial spirit (balanced with humility)
What practice owners said:
- “I’m not saying I want an associate to try and take over, but it’s nice if they show interest in how the business runs.”
- “Dentistry isn’t just a profession—it can be a small business or even an empire. Someone who respects the business side will have more opportunity to grow.”
Most owners don’t need their associate to have an MBA. However, they do appreciate someone who treats the practice’s success as a shared goal. This often means being proactive about revenue-producing procedures, patient satisfaction, and operational efficiencies—all without sacrificing patient care.
Wish list action:
- Learn the basics of practice management
Several owners mentioned that an associate who understands at least the fundamentals of billing, marketing, and staff management is more likely to transition smoothly—perhaps even moving into a partnership or buy-in role someday. - Take the lead on a small project
One survey respondent recalled an associate who organized a weekly social media push. “It brought in new patients, cost us almost nothing, and showcased the associate’s initiative,” the owner said. “That kind of entrepreneurship benefits everyone.”
6. Reliability, punctuality, and professional integrity
What practice owners said:
- “It might sound trivial but showing up on time and prepared is a huge deal. We run a tight schedule; punctuality matters.”
- “We must trust associates to do the right thing for patients—every time.”
Running a dental practice involves orchestrating multiple providers, assistants, and staff to ensure a seamless flow of appointments. Owners emphasized that timeliness and a dependable nature build stability. Integrity also surfaced as non-negotiable: patients should never doubt that treatment recommendations are in their best interest, not swayed by personal gain.
Wish list action:
- Arrive early and review charts
One owner said, “If the day starts at 8:00 a.m., I want the associate here a bit before that to check patient notes, ensure labs are in order, and confirm that everything is set up. It sets the right tone for everyone.” - Own up to mistakes
If a mistake or oversight happens, honesty is the best policy. Patients (and coworkers) appreciate transparency. Another owner noted, “We’ve all been there. An associate who calmly admits an error and corrects it gains more trust than someone who tries to hide it.”
7. Positive mindset and professional demeanor
What practice owners said:
- “Anxiety is contagious—if the dentist is flustered, the patient picks up on it immediately.”
- “We spend hours together every day. A positive attitude is so important for team morale.”
Dental practices can be high-pressure environments. Patients often arrive feeling nervous, and staff members juggle multiple responsibilities. Practice owners said that the associate who stays upbeat, helps colleagues laugh off minor frustrations, and diffuses tense situations is an asset to everyone in the office.
Wish list action:
- Manage stress with composure
Taking a brief pause to calm yourself before entering an exam room can make all the difference in how the patient perceives the interaction. An owner shared, “We notice the associates who maintain a reassuring presence—even if they’re juggling a busy schedule. Patients sense it, and it helps them relax.” - Encourage and praise coworkers
Simple gestures—like thanking the hygienist for catching an early sign of gum recession or acknowledging a front-desk staffer who handled a challenging phone call—foster a supportive culture. As one owner said, “Dental offices are small worlds. If you sow positivity, everyone’s happier and patients feel it, too.”
Bringing it all together
After gathering feedback from these practice owners, it’s clear that the “ideal associate” combines strong clinical skills with intangible personal qualities like empathy, reliability, and a willingness to learn. While different offices may emphasize cosmetic procedures, pediatric specialties, or advanced surgeries, the same themes repeatedly surfaced:
- Clinical competence paired with a continuous desire to improve.
- Empathetic, transparent communication that centers on the patient’s needs.
- Adaptability to handle daily curveballs and a genuine willingness to collaborate.
- Cultural alignment with the practice’s core values and patient care philosophy.
- An entrepreneurial streak balanced by humility and team-mindedness.
- Professional integrity displayed through punctuality, honesty, and ethical treatment.
- A positive, reassuring demeanor that uplifts both patients and coworkers.
Final thoughts
Ultimately, whether you’re an owner or an associate, remember that the heart of great dentistry lies in caring for people. Skills can be taught, but genuine compassion, adaptability, and ethical behavior form the bedrock of success in any healthcare environment. By keeping these ideals in mind, both practice owners and associates can create a mutually rewarding—and patient-centered—working relationship.
About the author
Janice Wheeler is the President of The Art Of Management Inc. which has helped grow more than 750 Canadian dental offices over the last 35 years. She is an international speaker, has written over 500 practice management articles (www.amican.com), regularly contributes to various Canadian healthcare journals, wrote a book “Practical Advice for Practice Owners” and another called “50 Ways to Lose a Patient”, and has an awesome team who love helping dentists reach their practice goals.