LeaderDNA HealthDNA™
LeaderDNA Dental Team Health Pulse™
Riverbend Family Dental · Sample Practice (Riverbend Family Dental, 11 respondents)
Executive summary
Turnover is likely in the next two quarters without intervention.
Sample Practice (Riverbend Family Dental, 11 respondents) scored 112 out of 200 on the Practice Team Health Index, placing in the Elevated Risk tier. Turnover is likely in the next two quarters without intervention. The strongest dimensions are Patient Care Pride, Owner & Manager Support, Intent to Stay. The clearest priorities are Front Office & Clinical Teamwork, Recognition & Pay Fairness, Workload & Pace. 1 of 8 dimensions fall in the At Risk band.
Recommendation
Turnover is likely in the next two quarters without intervention. Focus the next 90 days on Front Office & Clinical Teamwork and Recognition & Pay Fairness, which are carrying the most risk in this profile. Reassess against the same dimensions at the end of the cycle.
Your next actions
- 1Treat retention as this quarter's top priority for the practice.
- 2Change at least one structural condition, not just how you communicate.
- 3Hold a stay conversation with every team member.
- 4Fix the single loudest front-office and clinical friction point.
- 5Re-pulse in 60 days.
Aggregate report. Individual responses are anonymous and are never shown to leaders. Results are released only once the minimum respondent threshold is met.
The profile
Dimension scores
Dimension by dimension
What each score means
Workload & Pace
12/25 · DevelopingWhether the schedule, production pressure, and staffing level allow safe, sustainable work.
Next action: Audit the daily schedule against actual staffing and fix the worst recurring overload day.
Voice & Autonomy
14/25 · DevelopingHow much say the team has over schedule, workflow, and how the practice runs.
Next action: Give the team decision rights over one real thing: block scheduling, lunch coverage, or supply ordering.
Recognition & Pay Fairness
11/25 · DevelopingWhether effort is noticed and whether pay and benefits feel fair for the work.
Next action: Build a weekly specific recognition habit and review pay bands against local market rates.
Front Office & Clinical Teamwork
10/25 · At RiskHow well the front desk and clinical side communicate, hand off, and cover for each other.
Next action: Treat front office & clinical teamwork as a top-two priority. Map every handoff between operatory and front desk and fix the two that break most often.
Owner & Manager Support
17/25 · SolidWhether the owner or manager is available, consistent, and backs the team when it matters.
Next action: Pick one recurring situation where owner & manager support matters most and raise the standard there for 90 days.
Training & Growth
13/25 · DevelopingCross-training, continuing education, and a visible path beyond the current role.
Next action: Build a simple cross-training plan and fund one continuing education course per person per year.
Patient Care Pride
20/25 · SolidWhether the team is proud of the dentistry and the patient experience they deliver.
Next action: Pick one recurring situation where patient care pride matters most and raise the standard there for 90 days.
Intent to Stay
15/25 · DevelopingStated likelihood of still being with this practice a year from now.
Next action: Hold stay conversations with every team member and act on the top two themes.
Where you stand
Strengths and priorities
Top strengths
- •Patient Care Pride: The team would send their own family here.
- •Owner & Manager Support: The team knows where they stand and believes leadership will back them with a difficult patient.
- •Intent to Stay: People plan to stay and would recommend working here.
Development priorities
- •Front Office & Clinical Teamwork: Map every handoff between operatory and front desk and fix the two that break most often.
- •Recognition & Pay Fairness: Build a weekly specific recognition habit and review pay bands against local market rates.
- •Workload & Pace: Audit the daily schedule against actual staffing and fix the worst recurring overload day.
Risk factors
Front-office and clinical friction is the most common reason a good dental team stops functioning.
Unseen effort quietly stops, and a market pay gap ends the conversation entirely.
Sustained overload in a small team is the strongest predictor of a resignation.
What to do about it
Coaching focus and 90-day plan
Coaching recommendations
- •Front Office & Clinical Teamwork: Run a short weekly cross-team huddle focused only on handoffs and patient flow.
- •Recognition & Pay Fairness: Recognize three specific behaviors each week by name in the huddle.
- •Workload & Pace: Change one scheduling rule the team names, then report back what changed.
- •Share the practice results with the whole team within two weeks, without guessing who said what.
- •Pick the single lowest driver and ask the team what would actually change it.
- •Work Front Office & Clinical Teamwork: Run a short weekly cross-team huddle focused only on handoffs and patient flow.
- •Change one scheduling, coverage, or handoff rule the team named.
- •Report back what you changed, what you did not, and why.
- •Work Recognition & Pay Fairness: Recognize three specific behaviors each week by name in the huddle.
- •Re-pulse the practice and compare the driver scores.
- •Move the second driver into the next quarter.
- •Work Workload & Pace: Change one scheduling rule the team names, then report back what changed.
Closing note
This profile is a snapshot, not a verdict. Work the two lowest dimensions deliberately for one quarter and reassess, the movement will tell you more than the first score did.