The Power of the Huddle: Structuring Staff Meetings for Practice Success

There’s no shortage of opinions about meetings. Some see them as a drain on productivity, others as a lifeline for team alignment. In orthodontics — where precision, communication, and consistency are everything — I’ve found the right meetings, run with intention, are not just helpful; they’re essential.

In our practice, we center our internal communication around three core meetings: the Morning Meeting, the Weekly Managers Meeting, and the Monthly Staff Meeting. Each serves a distinct purpose and, together, they help our team stay focused, motivated, and on the same page.

1. The Morning Meeting: Daily Alignment in 10 Minutes or Less

Before the first patient walks in, our team gathers for a quick huddle. This isn’t a meeting with an agenda or PowerPoint — it’s a chance to sync up in real time about the day ahead.

We review:

• Patients of note – siblings of current or former patients, those over ECD, or anyone who may need special attention.
  
  

• Assignment of clinical team members – we match more complex patients with the right staff to ensure quality care.
  
  

• Messaging alignment – we align on any clinical or scheduling notes that should be consistently communicated.
  
  

We also take a moment for a quick After Action Review (AAR) from the previous day. This doesn’t have to be long or formal. It’s simply asking:

• What went well yesterday?
  
  

• What didn’t go as planned?
  
  

• What can we learn or do differently today?
  
  

This keeps improvement front of mind and reinforces a culture of open feedback, humility, and team ownership. When everyone learns together, we grow faster — and better.

2. The Weekly Managers Meeting: Leadership, Strategy, and Ownership

Each week, I meet with the key leaders of our practice:

• The Office Manager
  
  

• Our Dental Monitoring Coordinator (DMC)
  
  

• Our Treatment Coordinators (TCs)
  
  

• Our Clinical Manager
  
  

These are shorter, focused meetings where we dive into each leader’s responsibilities and metrics. We tackle bottlenecks, explore opportunities, and develop strategy — together.

The Clinical Manager plays a vital role in bridging clinical execution with high-level strategy. Whether it’s managing workflows, staffing, or clinical training, their insight ensures our treatment goals align with patient experience and operational efficiency.

These meetings are about leadership alignment. They allow department heads to take ownership while providing space for support, accountability, and real-time course correction.

3. The Monthly Staff Meeting: Unity, Culture, and Continuous Improvement

Once a month, we gather the full team — not in a rushed moment between patients, but in a dedicated window where lunch is provided, distractions are minimized, and every voice matters.

These meetings include:

• Updates from each department – clinical, marketing, and operations share what’s working, what’s coming, and what’s evolving.
  
  

• Metrics and insights – our office manager reviews key performance indicators to keep us growth-minded and accountable.
  
  

• Marketing initiatives – we spotlight upcoming events and brainstorm how the team can participate in community-building.
  
  

• Education and development – clinical tips, tricks, and updates are shared to sharpen skills across the board.
  
  

The meeting is emceed by the doctor (that’s me), but it’s far from a monologue — it’s a forum for connection and collaboration.

Final Thought: Schedule Them, Respect Them, and Don’t Skip

Here’s the truth: Meetings only work if you take them seriously.

The Morning Huddle, Weekly Leadership Meetings, and Monthly All-Staff are non-negotiables in our practice. They’re not "when-we-have-time" meetings — they’re on the calendar and protected like any high-value appointment.

If you want your practice to evolve, grow, and run like a high-functioning team, these meetings must be scheduled, consistent, and prioritized. Canceling or skipping them sends the wrong message. You can’t expect alignment without giving it time and space to happen.

Communication is not automatic — it’s built. And the best way to build it is through intentional, structured, and consistent meetings that empower your team to show up informed, inspired, and ready to deliver exceptional care.