It’s been a keen observation of mine, through many discussions with dentists over the years, that our profession boxes us into a singular communication style. And it’s not helping our prospects of effectively expanding our careers.

Our dilemma as practitioners is that we’re expected to be in a position of authority even before we’re out of diapers in dental school. We’re trained to “be in command of the diagnosis,” “convey it with authority to your patient,” “never let the patient see a lack of confidence,” and “own your clinical practice, ensuring that you’re on top of things.” In doing so, we subconsciously condition our minds into a rigid way of thinking.

As dental practitioners, we’ve been trained to be the ones others can rely on, but whom do we rely on? The simple answer is ourselves. But have you ever wondered how you’re perceived outside of your own dental practice?

The Observations

I’ve seen time and again—whether in my role as Chief Medical Officer or in the marketing space, where I was not only designing clinical studies but also managing principal investigators and key opinion leaders—or in my role as a mentor supporting dentists transitioning to corporate roles—all I saw was authoritative communication. And boy, was it exhausting.

I watched brilliant clinical minds being sidelined from potential opportunities simply because they weren’t communicating effectively.

So, I asked myself, why?

Why, as dentists, do we feel compelled to “teach” the other side, assuming they know nothing? Perhaps it stems from how we, as practitioners, talk to our patients and staff. It may also be rooted in how we perceive the manufacturing world.

Dentists have a skewed relationship with manufacturers, which spills over into their ability to build lucrative opportunities in the corporate space—they forget they’re not the most important person in the room.

A dentist’s typical exposure to a product manufacturer is via their sales force. This is often the extent of their connection to corporate. Since dentists aren’t trained in how the industry operates, how a product reaches them, or the dynamics within a company, they often misconstrue the relationship between a business and a practitioner. They understand how salespeople speak and frequently have a strained relationship with them.

Why strained?

Because dentists are intellectuals.

They hone their subject matter expertise and prefer engaging with people who can “talk dental.” Sales personnel, however, often lack the technical depth required to sustain meaningful conversations. Dentists, in turn, grow frustrated when they hear the same script repeated ten times a day by different companies.

The real knowledge gap here is that many dentists remain unaware of how dental companies are structured, what their key challenges are, and how they truly function.

Many fall into the trap of believing they always know better—and that’s a dangerous mindset. It’s crucial to understand that we are merely one opinion among millions.

When I Coach Dentists on Expanding Their Careers, I Often Say:

“Don’t forget—they don’t need you. YOU need THEM.”

This isn’t to downplay the clinical excellence dentists have meticulously trained for over the years. Nor is it to question the mindset required to run or lead a clinical practice. Rather, it’s about recognising that this style of communication and thinking doesn’t translate to corporate life.

If a dentist wishes to be more involved in innovation, here are a few things to consider:

• Understand that you are not needed in corporate simply because you’re a clinician who knows how to use a product.

• No matter your years of clinical experience, you must adopt a learner’s mindset when stepping into corporate spaces.

• Like any other field, there’s a learning curve. Moving from clinics to corporate projects or roles comes down to three key factors: How well you work as part of an extended team. How quickly you learn day-to-day corporate tools. How well you understand corporate hierarchy and your place within it.

Many dentists assume that large dental brands will hire them instantly because they need clinical insights. But in the grand scheme of things, clinical insights, while important, make up only a small fraction of the massive corporate machine.

The Corporate Life

Corporate life involves processes, systems, multiple departments with budgets (of which only one is clinical), teams to manage, quality management systems, legal obligations, investors to satisfy, marketing strategies, customer acquisition, and sales—the list goes on.

Additionally, be mindful that you’re not the only dental companies engage with.

You are one of many, and your ability to communicate as a “corporate” professional (not just a “clinical” professional) gives you an edge.

What does this mean?

• Don’t expect people in manufacturing firms to welcome you with open arms. They have no obligation to adapt to you—it’s your job to adapt to them. Aka—you’re not the boss here. There will be people above and below you in the company hierarchy.

• Each individual hones their own area of expertise—resist the urge to “fix” things the moment you walk in. No matter how genuine your intentions, if you’re new to corporate relationships, your desire to support the team may be misinterpreted as you telling everyone else how to do their jobs better.

• Recognize that you don’t yet see the bigger picture. Understanding the full corporate landscape takes time, so keep your insights limited to the specific requests you’re given. There will be a time for deeper, strategic conversations—but that comes with patience and experience. Pace yourself.

• Acknowledge that you’re not as experienced in the commercial side of MedTech, or any other business for that sake, as you are in clinical practice management. These are two separate worlds, and no matter how well you’ve run a clinical practice, a dental device or software business is a completely different entity—unless you’ve pursued additional training.

• If you want to engage in startups, then understand that stress is higher and many roles and responsibilities are being honed by single people. So keep your communication style inclusive and understanding. My rule of thumb is – if you haven’t walked in the shoes, don’t advise; support instead.

Support can look like many things – make essential introductions in your circle to support the venture, pay for their service if you can, invite their team to speak in your study groups, help raise awareness – it doesn’t cost you much but you will fortify your role in this evolving story as a trustworthy partner.

Who Knows What Opportunities You’re Creating for Yourselves Through These Simple Acts of Kindness?

These insights led me to create the Premium Dental Advisor Program. As a practitioner myself, I saw many capable dentists bravely step into the corporate space but struggle because nobody had guided them through the transition.

I also realized that an MBA isn’t feasible for everyone. So, I built a course to ensure that no dentist ever feels isolated, confused, frustrated, or lost when expanding their career. This program provides foundational training on how medical devices are developed, the different stages of production, key stakeholders, corporate hierarchy, hands-on exercises, and full corporate readiness training. It’s based on my observations and personal experience navigating both sides of the table.

Takeaway

To conclude, expanding our careers and trying something new is bound to be a comedy of errors at first.

We assume that an authoritative communication style = professionalism.

But that approach only works with two groups:

1. Your patients
2. Your staff

For the rest of the world, it comes off as arrogance. There, I said it.

And I know that’s not how you want to be perceived—because that’s simply not you.

So please excuse me while I squeeze some extra lemon in your mouth when I say this—you must unlearn certain things before you can evolve into the next best version of yourself, doctor.

And it all begins with a humble, honest look in the mirror.

That’s why our motto is: Be The Guide, Not The Hero.

It reflects the unlearning we must embrace as practitioners to fit into a broader world.

With that, I leave you to your thoughts. Ask yourself:

“If I truly want to keep growing, what do I need to unlearn today?”

If you need help, resources, support, or just a buddy who understands—you know where to find me.