Every dentist who tells you they “can’t find good people” is telling you something true about their front door and nothing true about the labor market. The A-players exist. They are already employed — at the practice down the road that treats them like they matter. The dental staffing shortage is real, but it is not evenly distributed. Some offices have a stack of applications and a waitlist. Most have a “Now Hiring” sign that has been up for eight months. The difference is never luck. It is a system.
On the Bulletproof Dental Practice Podcast, Pete Boulden and Craig Spodak have hammered this point for years: the practices winning the talent war are not paying wildly more. They are running recruiting like a growth channel instead of an emergency room. Here is how to become the office people apply to before you have an opening.
Start with the honest diagnosis. Most owners recruit reactively — someone quits, panic sets in, a listing goes up, and the first warm body who can spell “amalgam” gets hired. Pete calls it the “check the box” hire: “Well, I just needed somebody. Is what I hear all the time. And you’re right, we all did that.” The reactive hire is the most expensive hire you will ever make, because you are shopping under duress with zero leverage.
The market has genuinely tightened — post-pandemic exits, hygiene burnout, and a generation of assistants who left for jobs with fewer masks and better hours. But the shortage is a filter, not a wall. It punishes owners who treat their team as interchangeable and rewards owners who built something worth joining. The question is not “where are all the hygienists?” The question is “why would the best hygienist in a 20-mile radius choose me?”
The single biggest mental shift Pete pushes is ABR — Always Be Recruiting. Not when you have an opening. Always. Every position, every month, whether you have a vacancy or not.
Pete also points to a hard truth about timing: talent flows toward stability. When big companies contract, skilled people start looking — and entrepreneurial, growth-minded owners scoop them up. As Craig put it, “as you have these big companies laying off, it’s getting a lot better for us.” The owners who hold the line and stay ready win the correction.
Winning offices run three plays consistently:
And the most overlooked magnet of all: a career, not a job. Offer a path — cross-training, leadership tracks, even partnership opportunities. When the destination is bigger than the paycheck, you stop competing on wages alone.
Recruiting is only half the equation. The cheapest hire is the one you never have to replace, because turnover quietly torches your production, your patient experience, and your culture. This is where Craig’s voice matters most.
Craig and his longtime operations partner have built a practice by developing people from within — hiring for values and potential rather than a pre-built resume. His right hand started as a dental assistant with no business training and grew into running operations across 16 years. That is not an accident. That is a leader who bets on people and gives them room to become.
But Craig also names the trap. “If you want something more than someone else wants it for themselves, you’ll piss them off in the process. They’ll quit, and you’ll be frustrated.” You cannot want a team member’s growth more than they do. The job of a leader is to find people who are already hungry — then remove every obstacle between them and their ceiling. Feed the fire that is already burning. Do not try to light one that isn’t.
Retention, in the Bulletproof world, is a culture problem before it is a compensation problem. People do not leave good pay. They leave leaders who make them feel invisible, stuck, and replaceable. Build a practice where the best version of someone’s career is available inside your walls, and the shortage stops being your problem.
Here is the pattern across every fully-staffed office we study: recruiting is a system, not a scramble. Culture is the product, and the team is the first customer. Leaders develop people instead of renting them. And nobody does it alone — the owners winning the talent war are trading playbooks with peers who have already solved it.
That is exactly what happens inside the Bulletproof Mastermind and on the stage at the Bulletproof Summit — real owners handing each other the exact hiring systems, onboarding SOPs, and culture frameworks that turned “we can’t find anyone” into “we have a waitlist.” Dentistry is a lonely profession only if you insist on facing it alone.
You do not have a staffing shortage. You have a magnetism problem — and it is fixable. Come build the practice people fight to work at, alongside the peers who will push you to do it faster.
The 1% of dentists, who want 100% from life.
