For decades, we’ve been told by consultants: “Never talk about money with your patients.”
Today, I’m here to tell you that following that advice is actively killing your case acceptance and destroying patient trust.
If you, the doctor, are afraid to talk about the investment required for your excellent care, you are setting your team and your practice up for failure. The traditional approach of diagnosing treatment and then immediately fleeing the room is a broken model.
It’s time for a better, more confident, and far more effective way to handle the money conversation. This three-part framework will lead to higher case acceptance, more comprehensive care for your patients, and a less stressful practice for you.
Insight #1: The Doctor MUST Initiate the Financial Conversation
When you abandon your patient at the moment of their highest uncertainty, you leave your team to handle the most difficult questions. A patient is far more likely to give your treatment coordinator a polite, non-committal “I need to think about it”—which is almost always code for “no.” It is much harder for them to say that directly to you, the trusted clinical expert.
More importantly, a financial objection is often a smokescreen for a deeper, clinical fear.
A patient might say, “That’s a lot of money,” but what they’re really thinking is, “What if I spend all that money and the tooth still hurts?” or “Is there a less invasive option?” Your team can’t answer those questions with authority. Only you can. By staying in the room, you can diagnose their true hesitation and provide the reassurance they need.
Watch the full breakdown of this powerful communication framework.
Insight #2: Use “Ballparking” to Open the Door
Your goal isn’t to be a salesperson; it’s to be a collaborative problem-solver. After explaining the clinical need, you can open the door with a simple, low-pressure question.
- “Does getting this all taken care of in one or two visits seem doable for you?”
- “Do you have a particular budget in mind that we need to work with?”
When they inevitably ask for a number, you must be prepared to give a reasonable ballpark estimate. You don’t need the exact co-pay memorized. This is a “temperature check.”
“Okay, so a crown in our office is an investment of around $1,400. For the two we’re looking at, your portion will likely be in the ballpark of $1,300 to $1,400 after your insurance benefit.”
If they say, “Wow, there is no way I can do that right now,” this is not a failure—it’s a massive success! You are now in the perfect position to diagnose their true barrier and start problem-solving with them, maintaining control of the conversation.
Insight #3: Secure the Commitment in the Chair
So, you’ve addressed their concerns, and they’ve given you the green light. “Okay, doc, let’s do it.”
Do NOT make the mistake of saying, “Great! The front desk will get you scheduled.” If you do this, you are leaving the most important part of the process to chance. The time between a patient agreeing to treatment and actually scheduling is a dangerous “cooling-off period” where doubt and buyer’s remorse creep in.
The difference between an average dentist and an ultra-productive one is the ability to close this loop immediately.
Before you even walk into the exam, you or your assistant should have already identified two or three ideal, open appointment times for that procedure. Have them memorized.
When the patient says “yes,” you immediately follow up with a clear call to action:
“That’s fantastic! I’m really excited to help you get this taken care of. I’ve actually got an opening tomorrow afternoon at 3:00, or next Tuesday morning at 9:00. Would either of those times work for you?”
You are striking while the iron is hot, leveraging the peak moment of trust you just built. When you get that verbal “yes” to a specific time, the case is essentially closed. You then walk the patient to the front and say, “Sarah, we’re all set. Mrs. Jones is going to take that Tuesday morning spot at 9:00.”
By owning the financial conversation from start to finish, you transform yourself from a simple diagnostician into an effective leader who guides patients to the care they need. The result is higher case acceptance, more completed treatment, and a far more productive and predictable practice.
