Rebuilding Team Culture and Leadership Capacity in a Large Dental Practice

Company: Private Dental Practice (Anonymous)
Location: Central Florida
Industry: Healthcare – Dentistry

Situation

The dental practice, one of the largest in its area, faced significant organizational strain coming out of the COVID-19 pandemic. Staffing levels were depleted, morale was low, and internal toxicity was threatening the long-term viability of the business. While the team was already showing signs of wear before the pandemic, COVID starkly revealed and deepened the practice’s largest blind spots. The primary objective became clear: rebuild the team, establish organizational clarity, create consistency in values-based hiring, and hardwire cultural values throughout the practice. Long-term, the owning dentist aimed to position the practice for sustainable success and legacy planning. The project has been ongoing for four years and continues to evolve.

Habits

The post-COVID environment amplified negative workplace habits that had been left unaddressed for too long. Gossip, internal posturing, blame-shifting, and high turnover were commonplace. Performance standards were poorly defined, and measurement tools were inconsistent or nonexistent. Avoidance of conflict was the default behavior, with unresolved issues festering below the surface. Objectives and expectations were unclear, which made it difficult for the team to align around any shared goals or standards of performance.

Insights

One of the most critical discoveries was the lack of consistent leadership at the managerial level. The office manager at the time was inadvertently undermining the dentist’s vision, creating confusion and internal factions—particularly between clinical and administrative teams and the associate dentist. Poor communication and a lack of clear direction created divided loyalties among staff, deepening dysfunction. Financially, the depleted hygiene department and aging insurance/collections management processes strained revenue growth. Fundamentally, the team had lost any real sense of direction, purpose, or accountability.

Formulation

Addressing the root issues required significant structural and cultural change:

• Flat Leadership Model: The practice transitioned to a flat leadership structure with clearly stated cultural values driving decision-making at every level. This minimized gatekeeping and internal political maneuvering.
• Role Clarity and Responsibility: Individual responsibilities were clearly defined, and each team member became accountable for their area of ownership. Over time, the office management position was eliminated altogether, as the team’s self-management capacity grew.
• Strategic Hiring: A strong emphasis was placed on hiring team members who aligned with the practice’s cultural values, even if it meant a longer hiring timeline. The focus was on long-term fit rather than short-term staffing gaps.
• Leadership Development Program: A development program was instituted to incentivize both personal and professional growth. Team members were encouraged to expand their skills and take ownership of their development.
• Coaching and Peer Review Model: Coaching frameworks and peer review systems were established, fostering greater peer accountability and reducing dependence on top-down enforcement.
• Conflict Resolution and Emotional Intelligence Training: Conflict resolution patterns were modeled and reinforced through iterative training sessions. Emotional intelligence development became a core component of team-building efforts.

Through persistence, clear standards, and a focus on cultural reinforcement, the practice was able to slowly but steadily turn the corner.

Transformation

The transformation has been significant over the four-year period:

• Team Growth: Staffing stabilized and grew by 35%, building a deeper bench of committed team members.
• Revenue Recovery: Revenue remained flat during the first two years as the foundational work was laid, but has shown steady and sustainable growth over the most recent two years.
• Emerging Leadership: A new layer of leadership has been built internally, with team members who are highly aligned with the practice’s culture and values.
• Increased Loyalty and Engagement: The team has demonstrated higher loyalty, stronger engagement, and a greater sense of purpose. The practice has successfully met annual goals, with reward trips reinforcing the culture of recognition and team commitment.

Conclusion

Rebuilding a depleted and toxic organization requires more than just staffing changes—it demands a complete cultural reset, clear leadership, and a long-term investment in people. This dental practice’s transformation was not instant, but through consistent application of values, leadership development, and accountability, the practice is now positioned for continued growth, legacy stability, and a healthier, high-performing team environment.

“The effectiveness of training is realized in how the organization measures and experiences the results. To create this, organizations must be set free to reach their greatest potential through the leadership of their people.”

Glenn A. Lewis, CEO – REDSHIFT