Introduction

A practice owner hires an associate.

The associate isn’t immediately as fast, confident, or productive as the owner.

So the owner starts thinking:

“This doctor isn’t ready.”

That may be true.

But there is another possibility.

The practice owner never actually gave the associate the environment needed to become ready.

Dr. Blake Hamblin and Gary Bird break this down from a perspective that challenges a common assumption in dentistry: if an associate isn’t performing like the owner, the associate is the problem.

Blake’s approach is different.

You chose the doctor.

You hired them.

Now you have to help them succeed.

That means transferring your patients’ trust, giving the associate enough repetitions to build confidence, mentoring them consistently, and creating a safety net when they are learning.

It also means knowing when someone genuinely isn’t a fit.

Those two ideas have to exist together.

You can’t expect a new doctor to perform like a seasoned owner on day one.

But you also can’t keep someone indefinitely if they consistently pull the practice backward.

The goal is not simply to hire an associate.

The goal is to build a doctor who can eventually create more capacity, serve more patients, and make the practice less dependent on you.

“Really giving some thought to it can go a long way versus just rolling out and saying good luck.”

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The Owner Has to Transfer Trust

One of the biggest challenges when adding an associate isn’t clinical.

It’s trust.

Patients know the owner’s name.

They may have been coming to the practice because they know the doctor, like the doctor, and trust the doctor.

Then suddenly another dentist walks into the room.

The patient thinks:

“Who is this?”

That’s the owner’s job to solve.

Blake says there are two ways to transfer that trust.

1. Tell the patient why you chose the associate

Don’t simply say:

“This is Dr. Smith. They’ll be taking care of you.”

Give the patient a reason to believe in them.

Explain that you selected this doctor.

Explain what they’re good at.

Explain the skills they bring to the practice.

Make it clear that you trust them.

Blake even talks about framing the associate as someone who has learned newer techniques and technology and is particularly strong at specific procedures.

That changes the story.

The patient isn’t being handed off to a stranger.

They’re being introduced to someone the owner deliberately chose.

2. Introduce them personally

If your practice has the volume and schedule flexibility, physically make the introduction.

Shake the patient’s hand.

Talk about the associate.

Tell the patient why you trust them.

Then let the associate take over.

Blake remembers this from his own experience as an associate with Dr. Kilgore, who intentionally introduced him to patients and nurtured the relationship.

The lesson is simple:

Don’t make the patient do the trust transfer themselves.

The owner should do it. 

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Stop Being the Only Person Patients Trust

Here’s the uncomfortable part.

If patients will only accept treatment from you, you’ve created a bottleneck.

Blake estimates that around 80% of his patients don’t particularly care which doctor they see, while roughly 20% have a stronger preference for him.

That distinction matters.

You don’t need every patient to stop caring about you.

You need enough patients to trust other doctors.

And sometimes the easiest way to make that happen is to stop doing certain things yourself.

Blake gives a very practical example.

He doesn’t perform root canals anymore.

Instead of pretending he is still the best person for every procedure, he tells patients that the other doctors do them regularly and have learned the newer techniques and technology.

That’s not giving up authority.

It’s using authority correctly.

You’re telling the patient:

“I know who is good at this, and I trust them.”

That is a much stronger endorsement than simply scheduling someone else.

“You have to exude confidence.”

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Your Associate Needs Your Confidence Too

Transferring trust isn’t only about the patient.

The associate has to believe that you believe in them.

Blake points out that choosing someone creates an initial level of belief.

You interviewed them.

You selected them.

You offered them the position.

But that can’t be where the support ends.

You have to keep putting confidence into the relationship.

That starts during onboarding.

Don’t bring an associate into the practice and immediately expect them to perform complex dentistry at an expert level.

Set expectations early.

Tell them what the first few cases will look like.

Start with simpler procedures.

Let them get repetitions.

Let them build momentum.

Blake compares this to a quarterback getting hit early in a game. The goal isn’t to make them a superstar immediately. The goal is to let them get their feet wet and build confidence.

That’s a much better onboarding philosophy than:

“Here’s your operatory. Good luck.”

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Mentorship Isn’t a Monthly Meeting

This is one of the biggest practical lessons from the episode.

You can’t develop an associate by putting one training day on the calendar every month and expecting everything to improve.

Clinical development happens in the moment.

The associate asks to look at an X-ray.

You look at it.

They need help with an extraction.

You step in.

They have a question between patients.

You answer it.

Blake describes development as a daily process rather than a scheduled event.

That’s what mentorship actually looks like.

It’s not always convenient.

Sometimes you don’t have time.

You still make the time.

Because every one of those small interactions helps the associate become more independent.

Let doctors watch each other

Gary also highlights another system in Blake’s practice: doctors can watch each other work.

That removes the weirdness around clinical observation.

Instead of acting like every dentist operates inside a private bubble, the practice creates an environment where doctors can learn from each other.

That matters because repetition accelerates confidence.

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Give Your Associate Room to Fail

This is probably the most uncomfortable idea in the conversation.

An associate needs room to fail.

That does not mean allowing unsafe dentistry.

It means understanding the difference between:

“This doctor needs more repetitions.”

and

“This doctor cannot safely perform the procedure.”

Those are completely different problems.

Blake describes a system where his associates know he is their safety net for many procedures.

If they get into trouble, they know they can ask for help.

That psychological safety changes how quickly they are willing to grow.

One associate was beginning to improve with extractions and started taking on wisdom teeth that previously would have been off the table.

Blake’s response wasn’t:

“You’re not ready.”

It was essentially:

“You’re ready. You just don’t feel ready yet.”

That is what a safety net does.

It gives the doctor enough confidence to attempt the next level.

“You’re the safety net for that doctor.”

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Reduce Your Menu So Your Associate Can Grow

This is where the associate conversation connects directly to practice economics.

If you continue doing every procedure yourself, your associate has fewer opportunities to develop.

Blake calls this a self-limiting belief.

Owners often think:

“I’m good at this, so I should keep doing it.”

But your time has value.

If you spend two hours doing several lower-value procedures, you may be using that time in a way that prevents you from performing higher-value dentistry.

Blake gives the example of using the same two-hour block for three extractions versus several crowns.

The bigger idea isn’t that one procedure is inherently better than another.

It’s that you have to become intentional about what belongs on your menu.

Start taking procedures off your menu

Blake gives another example:

He might not do one crown.

He may do two or more.

That creates volume for the associate.

Now the associate gets more repetitions.

They become faster.

They become more confident.

The owner gets to focus on higher-value work.

The practice gets more productive.

Patients get treated faster.

Everyone benefits.

That’s the flywheel.

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The Owner Has to Stop Being the Best at Everything

Gary describes a similar lesson from his own business.

When he started his company, he personally met with every client.

Eventually, he had to stop.

That transition was uncomfortable.

But the people who replaced him became better at those specific responsibilities because they were doing them every day.

That’s the same thing happening with associates.

You may actually be better at the procedure.

That’s not the point.

The point is whether you need to remain the person doing it.

If you never stop doing the work, nobody else gets enough volume to become excellent at it.

And then the owner says:

“See? Nobody can do it like me.”

You created that outcome.

Read: The 6 CEO Focus Areas That Create Dental Practice Momentum

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Don’t Just Hire an Associate. Build a Complement.

Hiring isn’t only about finding a technically competent dentist.

Blake talks about identifying different types of doctors.

The Social Doctor

Strong interpersonal skills.

Patients connect with them quickly.

They can create relationships naturally.

The Clinical Doctor

Deeply focused on dentistry.

They enjoy continuing education.

They want to learn procedures, technology, implants, sedation, and other clinical skills.

The Financial Doctor

Highly motivated by earning potential and financial outcomes.

The Professional Doctor

Often entrepreneurial.

They may combine financial and clinical motivation and think beyond simply working as an associate.

None of these is automatically better.

The question is:

What does your practice need?

If you’re extremely clinical, perhaps a strong social doctor complements you.

If you’re highly social, maybe a clinical doctor adds something your practice lacks.

If you’re trying to step away clinically, you may want someone who resembles the version of you that already works inside the practice.

Blake describes himself as a professional social doctor in this season of his career, combining strong patient connection with financial and growth motivation.

That self-awareness changes hiring.

Instead of asking:

“Is this a good dentist?”

Ask:

“Is this the right dentist for what we’re building?”

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Hire for What the Practice Needs Next

A small practice often starts with everyone doing everything.

Then the practice grows.

Eventually, one person can’t continue doing every job.

You need specialists.

Blake says the same principle applies to doctors.

As the practice grows, doctors can specialize in what they’re best at instead of everyone trying to do everything.

That means your next associate doesn’t have to look exactly like you.

They need to add something.

Before you interview candidates, ask:

1. What am I best at?
2. What am I not good at?
3. What am I trying to stop doing?
4. What does the practice need more of?
5. What type of doctor would complement the current team?

Then hire accordingly.

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The Red Flags You Shouldn’t Ignore

The goal isn’t to keep every associate forever.

Sometimes the person genuinely isn’t right for the organization.

Blake describes a situation where an associate wanted prolonged minimum guarantees and additional protections that the business owner couldn’t sustainably provide.

His conclusion was straightforward:

Don’t force a bad deal because you’ve already invested time in the person.

Watch for these red flags

1. The deal doesn’t work economically

If an associate continually stays at their minimum while the practice loses money, that’s a problem.

2. Poor vision, mission, or values fit

Someone can be talented and still not belong in your organization.

Blake describes choosing not to hire a strong candidate because the team wasn’t convinced she fit their vision, mission, and core values.

3. The person consistently pulls the organization backward

Blake’s philosophy is clear.

It’s easier to pull someone forward when they already want to move forward.

Protect the organization from people who consistently create regression.

4. The associate damages patient trust

Clinical skills can improve.

But if an associate’s bedside manner begins damaging the reputation of the practice, that’s a much bigger issue. Blake specifically identifies the point where patients start thinking they can’t trust the practice itself as the real line that cannot be crossed.

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Don’t Hire People You Like. Hire the Right Fit.

Blake makes an important distinction during the hiring discussion.

It’s easy to hire someone because you like them.

That’s dangerous.

He tries to evaluate candidates quickly and asks himself whether he genuinely loves the fit.

If the answer isn’t yes, he doesn’t want to let emotional attachment grow before making the decision.

Then he goes deeper.

What kind of doctor are they?

How does that personality interact with the current team?

What will they add?

What will they take off the owner’s plate?

What will patients experience?

That’s a much stronger hiring process than simply asking:

“Are they a good dentist?”

Read: Want to Grow? Fix Your Hiring First

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The Real Goal Is Independence

The end goal of developing an associate isn’t to create a dentist who needs you forever.

It’s the opposite.

You want to create someone who can eventually handle more without you.

More procedures.

More patients.

More decisions.

More responsibility.

More confidence.

That allows the owner to step into higher-value work.

It also creates flexibility.

Gary makes this point earlier in the conversation: even a doctor producing $2.1 million to $2.5 million can become trapped by believing they can simply keep doing more. What happens if they get sick, get hurt, or simply don’t want to keep doing the same dentistry forever?

An associate isn’t just additional production.

An associate can become part of your practice’s future capacity.

Read: How to Scale Without Burnout

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The Associate Development Framework

Before you decide your associate is the problem, work through these five questions:

1. Did I transfer trust?

Have I personally explained why I chose this doctor?

2. Did I transfer confidence?

Does the associate know that I believe they can succeed?

3. Did I create enough repetitions?

Have I moved the right procedures onto their menu so they can get better through volume?

4. Did I provide a safety net?

Can they ask for help without feeling like every mistake means they’ve failed?

5. Did I hire for the right fit?

Does this doctor complement the practice’s clinical, social, financial, and professional needs?

If the answer to these questions is yes and the associate still consistently moves the organization backward, you may have a hiring problem.

If the answer is no, you may have a leadership problem.

That distinction matters.

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Key Takeaways

• Hiring an associate is only the beginning. The owner has to transfer trust and confidence.
• Patients are more likely to accept a new doctor when the owner personally endorses that doctor.
• Associate development happens through daily mentorship, not occasional training days.
• Give associates room to learn and fail while maintaining a clinical safety net.
• Reduce the owner’s clinical menu so associates can get enough repetitions to become excellent.
• Hire for the role your practice needs next, not simply for someone who looks like you.
• Evaluate candidates for social, clinical, financial, and professional fit.
• Don’t keep someone indefinitely because you’re emotionally attached to the hiring decision.
• An associate should eventually create more independence for the practice, not another person the owner has to carry.
• The goal isn’t to make an associate exactly like the owner. It’s to build a team where each doctor becomes excellent at what they do best.

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Conclusion

If your associate isn’t performing the way you expected, don’t immediately conclude that you hired the wrong dentist.

Ask what you’ve done to help them succeed.

Did you introduce them to patients?

Did you explain why you trust them?

Did you give them enough repetitions?

Did you let them watch other doctors?

Did you give them a safety net?

Did you take procedures off your own menu so they could get better?

Did you hire them because they were the right fit, or because you simply liked them?

There is a difference between an associate who isn’t ready yet and an associate who isn’t right for your organization.

Your job as the owner is to figure out which one you’re dealing with.

Because when you do this correctly, the associate doesn’t replace you.

They expand what the practice can do.

They create more capacity.

They serve more patients.

They become more confident.

And eventually, you get something every growing practice owner needs:

A business that doesn’t require you to be the best person at everything.

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Listen to the Full Episode

Want to hear Dr. Blake Hamblin and Gary Bird break down how to transfer patient trust, develop associate confidence, create room to fail, reduce the owner’s clinical menu, and identify the right associate for your practice?

Listen to Episode 55 of My Dental Playbook: “Your Associate Isn’t the Problem.”