QUESTION: We have an excellent doctor and team. Our patients love our office, and the team members all care deeply for the doctor and practice. However, we have a huge issue that is ruining our office — the doctor’s son. He is our business manager and I am the office manager. I’ve been here almost 17 years, and he’s been here about seven years. He makes twice what I make and does about one eighth of the work. I have come to terms with that because it is not going to change. What I cannot come to terms with is that his lack of work ethics, including undermining every system we put into place, is driving our good team members to look for other jobs, including me. He literally sits all day with headphones on, and when he’s asked to help he shrugs us off as long as he can. The doctor knows all this, and he has even asked us to write down our issues. We did that, but it made things worse because now they know how we feel and they seem to have the attitude that we had a chance to vent so we need to let it go. I have not had a raise in 12 years, nor have any raises been given to anyone else, yet the doctor’s son makes an excellent salary. The practice income is at an all-time low, and if we could just get the son off the payroll we could survive. Instead the doctor just told me I must lay off two people. This is very unfair and the worst decision for the practice. I care for the doctor but I see his practice heading for doomsday when we all find other jobs. His son knows absolutely NOTHING about running a dental practice. If we walked out today his son would not have a clue how to do our jobs. HELP!
ANSWER FROM LINDA MILES, Founder of Speaking Consulting Network:
This employee has two options, and I fear that neither is going to be in her long-term best interest — then again, “change is inevitable for growth.” The two options will perhaps allow change and growth for the employees, but from what she writes it will be the final blow for the practice.
OPTION 1 — Go to the owner personally and let him know that because you care about the practice, the patients, and his family, you must now be completely honest and blunt. Asking the team to write their grievances about his nonproductive son, the business manager, then acting as if it is now back to business as usual, is truly the ostrich syndrome that brings zero results. Let the dentist know that since nothing is going to change, you are giving your two week notice and he may be able to expect the same from a few others, which will eliminate the need for downsizing in January. If you have had no increase in salary for 12 years yet do most of the son’s work, no wonder you’re distressed! Twelve years (seven of which the son has been there) is a long time to put up with the inaction of the dentist owner.
OPTION 2 — Realize that in a family-owned business, “blood is thicker than taco sauce.” Stay in the same situation and it is not likely to change. No matter how often your boss says he can’t imagine practicing without you and how he values your work, it is obvious that this is only lip service and not likely to improve anytime soon. Staying in the same rut that you are in is not healthy for you, your coworkers, or the practice. It sounds as if your employer has created a comfy position with a nice salary for his son, realizing perhaps that with his lack of work ethics, if he loses the job in his father’s practice it is not likely he will find or keep another. If everyone else sees these problems the morale in the office is already at minus 10 on a scale of 1-10. Unfortunately until the dentist owner sees things as you described them, the practice will continue in a freefall, especially after the down-sizing of staff takes place or some of you leave on your own will.
ANSWER FROM DIANNE GLASSCOE WATTERSON, CEO Professional Dental Management, Inc:
It sounds like the doctor’s son is dead weight that the rest of the practice is literally supporting. It would appear that the doctor even created a title – “Business Manager” – for the son. I can’t think of a situation where a dental practice needs both a business manager and an office manager. Evidently, the doctor’s affection for his son is blinding him to the negative impact his son’s presence has on the practice. A business owner should never hire someone that can’t be fired.
What the doctor needs to do is bring in an objective consultant to assess the situation. The consultant will advise him to (1) bring staffing in line with what the practice needs, (2) get rid of the dead weight or give him specific duties for which he is held accountable, and (3) stop this madness before his practice implodes. Sometimes change doesn’t come until the pain becomes intense, i.e., a key staff member leaves. If this owner doesn’t make some necessary changes very soon, his practice will likely suffer significant damage.
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