There is a growing tension within dental practices that is quietly eroding team cohesion, patient experience, and leadership focus, and it is not always being addressed at its source.
What I am observing more frequently is not a lack of care or capability in team members, but a lack of personal accountability. It shows up in subtle yet impactful ways. Stress is experienced and the expectation becomes that the practice should change to accommodate it. Commitments shift and the assumption is that the team will absorb the impact. Responsibilities feel uncomfortable and the solution sought is to remove them rather than grow into them. When a team member finds another colleague difficult, and rather than first seeking to manage their own response, communication, or perspective, even minor issues are escalated and placed at the feet of the practice owner or manager to resolve.
To be clear, there was a time when workplaces did not offer enough flexibility or support, and there are still environments that could improve in this area. However, the pendulum has now swung too far in many cases. Practices are finding themselves in a position where they are constantly adapting to individual preferences, often at the expense of operational flow, team wellbeing, and patient care.
The result is that no one truly wins. Patients experience inconsistency. Leaders and managers spend disproportionate amounts of time navigating requests and adjustments rather than improving the practice. Team members who are committed and accountable begin to feel the strain, and over time this leads to frustration, burnout, and in many cases, resignation.
At its core, a thriving practice is built on shared responsibility. The practice has a duty to create an environment where people can grow, feel supported, and do meaningful work. Equally, each individual has a responsibility for how they show up, how they manage themselves, and how they contribute to the collective outcome.
Not every candidate will naturally hold this mindset, and this is where recruitment becomes one of the most powerful leadership tools available to you.
Rather than attempting to manage accountability into people once they are in the role, it is far more effective to identify it before they join your team. This requires a shift in how we approach interviews. Beyond assessing skills and experience, we must become more intentional about understanding how a person thinks, responds, and takes ownership.
Thoughtfully crafted questions can reveal a great deal. When you ask a candidate to reflect on a time something did not go to plan, do they immediately speak about external factors, or do they identify their own role in the outcome. When you explore how they respond to stress, do they describe personal strategies, or do they look to others to change the situation for them. When discussing feedback or mistakes, do they demonstrate growth and responsibility, or justification and deflection.
These insights are not found in rehearsed answers about strengths and weaknesses. They are found in stories, reflections, and the language people use when describing their experiences.
This is not about creating a rigid or unforgiving workplace. In fact, it is the opposite. When you build a team of individuals who take responsibility for their actions, emotions, and performance, you create an environment that is far more supportive, consistent, and fulfilling for everyone.
It allows leaders to focus on growth and vision rather than constant problem-solving. It protects the experience of your patients. It creates fairness within the team, where contribution is shared rather than unevenly distributed.
Most importantly, it aligns with what we know to be true about fulfilment. People experience greater satisfaction in their work when they feel a sense of ownership and impact in what they do. This is at the heart of what we believe at Dental Business Mastery, that when individuals align their actions with their values, purpose, and strengths, they contribute to a thriving practice and experience deeper meaning in their role.
If you are currently feeling the strain of managing inconsistent behaviours within your team, it may be worth looking not just at how you lead, but at how you hire.
Because the standard you accept at the point of entry becomes the culture you experience every day.
Here are ten questions that might influence who your next team member is:
1. “Tell me about a time when something didn’t go to plan at work. What part of that situation did you feel was within your control?” This reveals whether they naturally look inward first, or outward.
2. “When you feel overwhelmed or under pressure at work, what steps do you typically take to manage that?” You’re listening for self-regulation strategies versus external dependency.
3. “Can you share an example of feedback you’ve received that was difficult to hear? How did you respond to it?” Accountable people process, adapt, and grow. Others deflect or justify.
4. “In your previous roles, what did you feel was your responsibility when the team was having a challenging day?” This explores whether they see themselves as a contributor to solutions, or a bystander.
5. “If you noticed something in the practice that wasn’t working well, how would you typically approach that?” Do they take initiative or wait for someone else to fix it?
6. “What do you believe you are personally responsible for in a role, beyond your job description?” This question invites them to define ownership in their own words.
7. “Tell me about a time you had to step outside your comfort zone to support your team or patients.” Accountability often shows up as willingness, not convenience.
8. “When your workload increases unexpectedly, how do you prioritise and respond?” This surfaces resilience, adaptability, and problem-solving.
9. “What does ‘being accountable at work’ mean to you in practice, day-to-day?” A direct question, but surprisingly revealing in how it’s answered.
10. “Can you describe a time when you made a mistake at work? What did you do next?” You’re looking for ownership, learning, and resolution, not blame.