Sophomore Slump or Surge?

By Clayton Sorrells, DDS

One of my favorite parts of writing these columns is being able to look back on my journey from student dentist to new practice owner. A year ago, I wrote about the lessons I learned during my rookie year of practice ownership. Now, I’d like to write about the progress I’ve made in year two, the challenges that came with it and the things I still need to work on.

To be honest, my second year sometimes felt more overwhelming than the first. The excitement of new ownership had worn off. Most of the big updates were already in place. The team was in place. So, now it felt like everything was on me. The pressure shifted from “Can I do this?” to “I should know what I’m doing by now.” That mindset brought a different kind of anxiety. It wasn’t just about being a dentist anymore. It was about being a leader, a decision-maker and the person who sets the tone for the entire practice. That weight is hard to describe until you feel it. For new dentists stepping into ownership, be ready for that shift. Sometimes the anxiety doesn’t end — it just changes shape.

Despite that pressure, Glenwood Family Dentistry had a strong second year. The team really came together and worked hard. We treated more patients than ever before, helped a lot of people and created some great moments along the way. Of course, there were hiccups. But, overall, I’m proud of what we accomplished.

Challenges

One of my biggest personal challenges this year was figuring out how to be a more effective leader. In my first year, I didn’t do much managing. I was focused on keeping my head above water, learning how to run a business and adapting to everything at once. I leaned on a pretty relaxed hands-off approach. But, over time, I realized that too much freedom can lead to inconsistency. When things started to get too relaxed, it became clear I needed to step in.

This year I had to have conversations I didn’t enjoy — namely about attendance, punctuality and professionalism. They weren’t easy, but they were necessary. My office manager and I ended up creating and implementing policies to address these areas, and those policies have helped a lot. I’ve never liked being micromanaged, and I don’t want to be that kind of boss. But I’ve also learned that some structure is necessary. If expectations aren’t clear, it’s not fair to anyone. New dentists might hesitate to set rules early on, especially when team members are older or have been with the practice longer, but I’ve learned that structure brings clarity and helps everyone work more confidently and cohesively.

Improvements

One of the most rewarding parts of year two was how much more efficient we became. With the physical updates out of the way, I had more time to focus on improving systems. I worked on scheduling, speed and treatment-planning. Those changes led to real growth in production, collections and new patient numbers. My favorite moment this year was when my office manager, Shannon, said, “Dr. Sorrells, I’m not going to lie — I cannot believe how many new patients we’ve gotten over the last year.” That meant a lot coming from someone who’s seen everything in this office for over 20 years. And when Dr. Plyler, the former owner, stops by now, he’ll usually say something like, “I don’t even recognize this place or the patients anymore.” That’s been fun to hear. Still, what I’m most proud of is that we’ve been able to retain so many of his longtime patients. That kind of trust doesn’t come easy.

If you’re stepping into an established practice, earn trust by showing up consistently and taking the time to understand and value the relationships your team and patients had before you arrived. Ask questions, listen more than you talk, and avoid making sweeping changes before you’ve earned their confidence.

There were also some really great moments that reminded me just how far my team and I have come. It’s amazing how much communication improves when a team works together long enough. I can now make a hand motion, and the right instrument will be in my hand instantly. A patient will walk in the front door, and Shannon can just give me a look, and I’ll know exactly who it is. Those small things mean a lot. They’re a sign that we’re in sync, and that kind of rhythm only comes with time and effort.

Lessons Learned

Managing people is never easy. Everyone has strengths and weaknesses, me included. There’s always something to improve. I still get the “Sunday scaries” — that creeping anxiety as the weekend winds down and Monday’s responsibilities loom. I still dread hearing my phone buzz early in the morning because it usually means someone’s sick or can’t make it in. But this year, I was lucky to bring on Morgan, our treatment coordinator, who has been a huge help at the front desk and can assist chairside when needed. That kind of flexibility makes a big difference. I’ve learned that redundancy is key to reducing stress. Whether that’s having two assistants, two autoclaves or a front office that’s cross-trained, having a backup plan in place gives me peace of mind.

One thing I’ve realized is how much easier it is to focus on patient care when the business side is running more smoothly. I’ve had to grow a lot in that area. I’ve had to tackle financial decisions, hiring decisions and long-term planning. And, while I wouldn’t say I have it all figured out, I’m starting to feel more confident. I’ve had to learn to trust my gut more. I’ve also learned when to slow down and ask for help.

There’s still so much I want to improve. I want to be a better communicator. I want to be more consistent with feedback and recognition. I want to set clearer goals and help everyone stay aligned. But I also want to enjoy the journey a little more. There are a lot of great things happening here, and sometimes I forget to stop and take it all in.

Two years in, I’ve realized that practice ownership isn’t about having all the answers. It’s about staying engaged, being willing to adjust and learning how to communicate clearly. This past year taught me how valuable it is to provide structure without being controlling and to build systems that support both consistency and growth. A cross-trained, adaptable team has made all the difference, and celebrating small wins along the way has helped us stay grounded. Looking back, I would absolutely call it a sophomore surge. There will always be more challenges ahead, but the foundation we’ve built is solid, and I’m thankful for the people who’ve helped shape it.

Clayton Sorrells, DDS, is a new dentist and previous AGD chapter president at Louisiana State University School of Dentistry. To comment on this article, email impact@agd.org.