Mark Topley explains why engagement is the key to retention of a strong dental team and how you can create it in your own practice.
Recruitment will always be part of running a dental practice. But if that’s all you’re focusing on, you’re just refilling a bucket without plugging the holes. And those holes are costing you – in time, stress, morale, and money. According to Oxford Economics, the average cost of replacing a team member in the UK is over £30,000 once you factor in lost productivity, recruitment, and onboarding.
It’s far cheaper – and far more effective – to keep great people than to constantly replace them.
The good news? Retention isn’t mysterious. But it does require intention. Because the root of high turnover isn’t usually about pay or perks. It’s about engagement – the day-to-day experience of being part of your team.
If you want people to stay, you have to give them a reason to. Not just a payslip. A purpose. A place they feel proud to be part of. And leadership that makes them want to show up, not just clock in.
That’s why the practices that keep great people – even in today’s climate – all have one thing in common: they work intentionally on engagement.
Engagement isn’t a bonus, it’s the foundation
We sometimes treat engagement like the cherry on the cake. Something nice, if we’ve got time, budget, and bandwidth. But it’s not the cherry. It’s the sponge (or the fruitcake, if you’re me).
Engagement is what holds your team together when the pressure’s on. It’s what keeps people from looking elsewhere when another practice offers £1 an hour more. And it’s what drives performance long after the buzz of a pay rise has faded.
When people feel seen, trusted, and part of something that matters, they don’t just work for you – they work with you.
Quiet quitting, loud costs
Over the past couple of years, a new trend has emerged – and it’s more damaging than it first appears. You’ve probably heard of ‘quiet quitting’: team members doing the bare minimum, emotionally checking out, but still taking up space on the rota.
It’s not always obvious. They’re not causing trouble. They’re just not really there.
From talking with practice owners, I’d estimate that at least half of practices have someone who’s started to quietly disengage. And when that happens, the rest of the team feels it. Morale drops. Frustrations rise. The atmosphere changes.
And the danger? If you don’t address it, others follow.
Retention starts before resignation
The most effective leaders I work with don’t wait until someone hands in their notice to take action. They treat retention like hygiene – something that’s built into the daily routine.
It’s not about flashy interventions or grand gestures. It’s about consistent signals that say:
- ‘You matter’
- ‘Your work makes a difference’
- ‘I see you – and I’ve got your back.’
That’s what engagement really is. And it’s why your leadership – not your incentives – will make or break your team.
Five signals your team needs to see
Here are five core shifts I focus on in my retention work with practices (and yes, there’s a full guide for those who want to go deeper):
1. Share purpose
People don’t just want a job – they want to feel their work matters. Remind them why you do what you do. Tell stories. Share patient wins. Connect the dots between the routine and the mission.
2. Create culture
Culture isn’t posters and policies – it’s how it feels to work here. Set clear expectations. Reward the right behaviours. And fix anything you’re tolerating that doesn’t align with your values.
3. Build trust
Trust comes from consistency. Say what you mean. Do what you say. And check in regularly – not just when something’s wrong.
4. Support and challenge
People thrive when they feel backed and stretched. Don’t wait for annual reviews. Give feedback often – and make it specific and positive, not
just corrective.
5. Delegate authority, not just tasks
Ownership is powerful. Let people lead small areas. Ask for input. The more trusted someone feels, the more committed they’ll become.
These aren’t secrets. They’re not new. But in the rush of daily life, they’re often forgotten. And when they are, your best people quietly start
slipping away.
What to do next
If this feels familiar – if your gut is saying ‘this is us’ – don’t panic. But do act.
The worst thing we can do as leaders is wait for the next resignation before we pay attention to the team we already have.
Because here’s the truth: you don’t need to be a perfect boss. But you do need to be a present one. The kind who leads with purpose, listens more than they talk, and sees leadership not as a title – but as a daily habit. Retention isn’t luck. It’s leadership.
