Finding the Right Office Manager for Your Dental Practice

Finding the right office manager is one of the most important leadership decisions you’ll make in your dental practice.

When it comes to hiring, two key questions always come up: What traits should I be looking for? Is it better to promote someone from within or hire from outside the practice?

Here’s a breakdown of how to make the right call.

Start with the Right Traits

Whether you’re hiring an office manager or any other staff member, the two most essential qualities to look for are attitude and trainability.

A positive, team-oriented attitude is non-negotiable—and so is the ability to learn and duplicate instructions. Even if a candidate has extensive experience, that doesn’t mean they’ve learned to do things your way. What matters is whether they’re coachable and willing to adopt your systems.

You can get a sense of a person’s trainability and attitude through group interviews and short evaluations that test attention and comprehension. These tools provide insight into how someone listens, learns, and responds.

But the real assessment happens once they start working for you. Sometimes, hiring from the outside is simply trial and error. It may take a few tries—and that’s perfectly normal.

If someone clearly isn’t the right fit, don’t wait. Cut your losses quickly. Chances are, they feel it too. Delaying the inevitable only causes more disruption for the rest of your team.

Hiring isn’t the hard part—firing is. But acting fast when you know it’s not going to work is the best thing you can do for your practice.

Now that we have that out of the way, let’s move on to where to find the perfect Office Manager.

Promote from Within When You Can—and Here’s Why

When the opportunity presents itself, promoting from within is often the best move—and not just because it’s convenient. It’s strategic.

First, you already know what you’re working with. An internal candidate has a proven track record. You’ve seen how they handle pressure, how they communicate with the team, whether they show up consistently, and if they’re committed to your practice. That kind of insight is priceless—and you won’t get it from a résumé or a rehearsed interview.

Second, internal hires are less of a gamble. When you promote someone already on your team, you eliminate much of the risk that comes with external hiring. You don’t have to wonder about their work ethic or cultural fit. You already know whether they’re coachable, positive, and team-oriented.

Third, it’s a morale booster. Promoting from within signals to your staff that there’s opportunity to grow. It creates buy-in and loyalty because people see that their hard work can lead to advancement—not just a pat on the back.

And finally, internal candidates already understand your systems, your patients, and your mission. They don’t need months of onboarding to figure out how things work. That familiarity gives them a running start—and allows them to contribute in a leadership role faster and more effectively.

Of course, promoting from within doesn’t mean settling. You should still assess whether the person is ready to lead, willing to be trained, and capable of producing measurable results. But if they meet those criteria, the upside is huge—and the transition is smoother.

Don’t Limit Your Search to One Area of the Office

When thinking about who should be your next office manager, many practice owners automatically zero in on the front desk. It seems like the logical place—after all, front desk team members already deal with scheduling, insurance, and patient interactions, right?

But this assumption can seriously narrow your options—and you might overlook some of the most qualified and capable people on your team.

Some of the best office managers don’t come from the front desk at all. They started as assistants or hygienists—team members who understand the clinical side of dentistry just as well as the administrative flow. These individuals bring a well-rounded perspective that allows them to lead more effectively. They know what it takes to keep a treatment room running smoothly, and they also recognize how scheduling and communication up front affect patient care in the back.

This dual awareness is incredibly valuable in an office manager role. Why?

• They can bridge gaps between departments, smoothing out tensions or miscommunications between front and back.

• They speak the language of both clinical and administrative staff, which earns them credibility and makes them better at training and overseeing the whole team.

• They understand patient care firsthand—which makes them more confident and persuasive when discussing treatment with patients or following up on unscheduled cases.

And while you may hesitate to promote a hygienist or assistant because of the higher pay, that concern often disappears when you look at the value they bring to the role. If they can increase treatment acceptance, keep the schedule filled, and lead the team effectively, that extra payroll cost becomes a smart investment. Which leads me to my next point:

Consider the ROI on Compensation

Yes, office managers are more expensive than they used to be—but the right person is worth every penny. If you’re paying someone $1,500 per week and they’re bringing in an extra $10,000 through increased treatment acceptance and smarter scheduling, that’s not a cost. That’s an investment.

A strong office manager can:

• 

  Convert more treatment plans

• Build stronger patient relationships

• Maximize schedule productivity

Their contribution can dramatically increase your weekly production—and reduce stress across the board.

And speaking of investments, I always recommend that our clients have their Office Managers attend the MGE Communication & Sales Seminars so that they are dynamite communicators and can sell treatment plans effectively.

When You Need to Hire Externally—Make It Strategic

While promoting from within has major advantages, it’s not always possible. Sometimes, you simply don’t have someone on your current team who’s ready—or willing—to step into a leadership role. In these cases, hiring externally is necessary, but it requires a different mindset and a more rigorous process.

The biggest challenge with external hiring is the unknowns. On paper, a candidate may look perfect. They might have years of experience, polished communication skills, and all the right answers in an interview. But interviews are easy to prep for—and don’t always reflect how someone performs in real-world situations.

That’s why your focus should always be on a few key factors:

• Attitude and culture fit: Will they integrate with your team and support your practice values?

• Trainability: Are they open to learning your systems, or are they stuck in “the way I’ve always done it” mode?

• Production mindset: Can they actually drive results—not just stay busy?

When hiring from the outside, you need to move quickly if something isn’t working. Don’t fall into the trap of “waiting it out” in hopes they’ll improve. If the red flags are there early—poor communication, resistance to training, or lack of initiative—it’s better to cut your losses.

That said, a great external hire can be a game-changer. They might bring fresh energy, ideas, and perspective. They could have experience from other successful practices that helps elevate your own. If they have a sales-oriented mindset, strong people skills, and a desire to grow, they can become an incredibly valuable asset.

The key is being highly selective. Don’t just fill a role because it’s open—fill it with someone who will contribute to growth. In your job ad, be crystal clear about expectations. You’re not just looking for someone to manage the front desk—you’re looking for a leader who can build production, convert treatment plans, and help grow the practice.

Final Thoughts

Hiring or promoting the right office manager is one of the most impactful leadership decisions you’ll make. Promote from within when possible—you’ll already know the person’s true attitude, work ethic, and production capabilities. If you do hire externally, prioritize production over organization, and don’t wait to move on from the wrong hire.

With the right person in this role, your practice won’t just run smoother—it will grow faster, too.

If you have any questions about this topic, feel free to reach out to me at Sabrib@mgeonline.com.