By LTC Michael A. Mooney, DMD, MS, MS, ABGD, FICD, MAGD

As a leader, you are the final decision-maker, problem-solver and motivator. In a dental clinic, your role extends beyond clinical expertise — you must inspire your assistants, hygienists, front desk personnel and associate dentists. But what happens when motivators like salary increases or bonuses are out of your control? What if your clinic increases production by 20% year over year, your patient population increases 20%, and 100% of dental treatments are covered without insurance or co-pay, but your budget remains the same? Welcome to leadership in the U.S. Army Dental Corps — where responsibility is high, control is limited, and impact is immeasurable.

Building Trust: The Foundation of Leadership

Leadership expert Simon Sinek emphasizes the importance of explaining the “why” to uncover intrinsic motivation. But before you can inspire, you must first earn trust. A practical starting point is asking engaging questions and actively listening. Why did your team members choose dentistry? What drives them to put in extra effort? When you ask questions, you gain trust — and also a list of problems to solve. However, just asking is not enough. You must make measurable progress on these problems within the first 90 days or that trust begins to deteriorate quickly. As one team member once put it: “If you ask about our problems, you have to start solving them.”

Prioritize and Execute: Turning Problems into Solutions

How do you begin solving your team’s challenges? Where do you start — staffing shortages or toxic culture? The principle from “Extreme Ownership,” by Jocko Willink and Leif Babin, provides guidance: prioritize and execute. Here are some ways you can start to do just that:

• Make a list of clinic challenges.

• Identify high-impact, quick-win solutions.

• Execute methodically, keeping your team informed.

Updating your team is crucial: “Problem A is solved. Problem B is in progress. Problem C is on hold for now.” If your team doesn’t see progress or hear updates, you’re failing them. No one remembers the wheel that squeaked last week but is quiet today.

Creating a Unified Mission: ‘Patients First’

To synchronize your team, establish a clear mission statement. A great framework for this is the Kotter 8-Step Change Model, but, at its core, clarity is key. In my clinic, our guiding principle was “patients first.” This simple statement dictated how each role functioned:

• Front desk: Be kind, and schedule efficiently to minimize delays.

• Sterilization team: Ensure instruments are processed correctly and not contaminated.

• Dentists and assistants: Provide the same care we would give our own families with comfort and empathy.

A unified goal eliminates confusion, aligns responsibilities and ensures everyone is working toward the same objective.

Empowering the Experts on Your Team

One of the most humbling lessons in leadership is realizing that expertise exists at all levels. As dentists, we might excel clinically, but we are not the best at scheduling, assisting or sterilization. Instead of assuming you have all the answers, ask your team: How can we improve scheduling efficiency? What’s the best way to streamline patient flow? By listening to their insights and implementing their ideas, you demonstrate trust. An engaged team member who feels valued will go the extra mile.

Delegation and Decision-Making

Trusting your team isn’t just about listening — it’s about action. Empower your team members to execute their plans. Micromanaging stifles initiative, while real delegation fosters ownership. However, decision-making must have boundaries: Staff cannot increase the supply budget. They can optimize patient flow and streamline clinic efficiency.

By shifting decision-making to those with firsthand knowledge, you save time and create a more efficient team. An empowered team member will carry through their own plan with more conviction and problem-solving brainpower than they will a plan that was emailed by a supervisor.

Extreme Ownership: The Mark of a True Leader

A final, crucial lesson: Take full responsibility. It’s easy to shift blame — traffic made you late; the assistant forgot an instrument; the lab messed up the crown. But extreme ownership means acknowledging that there is always something more you could have done. Late? You should have planned for traffic. Missing instrument? You should have created a checklist. Lab mistake? You should have communicated better and ensured quality impressions.

Blaming others erodes trust. Owning mistakes builds respect and creates a culture of accountability. If something goes wrong, the leader is responsible — always.

Final Thoughts: Stand Up and Lead

Leadership is not easy. It requires extra effort, humility and dedication. But it also offers the power to create a positive impact. You can transform your clinic’s culture, boost morale and improve patient experiences. Many people complain about what they would do if they were in charge. Now, you are in charge. It’s your responsibility to make things better. Stand up, look around, prioritize and execute. Your team is counting on you.

Note: The views expressed herein are those of the author and do not reflect the official policy or position of Brooke Army Medical Center, the Department of Defense or any agencies under the U.S. government.

LTC Michael A. Mooney, DMD, MS, MS, ABGD, FICD, MAGD, graduated from Tufts School of Dental Medicine in 2013 on the Health Professions Scholarship Program with the U.S. Army. He has previously served as officer in charge of McClung Dental Clinic; Joint Base Lewis-McChord, Washington; and executive officer of 673rd Dental Company (Area Support) Forward. He currently serves as the U.S. Army General Dentistry (63A) consultant to the surgeon general and as a comprehensive dentist at Fort Sam Houston, Texas.