Step 3: Get Your Team's Support to Successfully Resign from PPO Plans

You cannot successfully resign from PPO plans alone. Your team—from front desk staff to hygienists to clinical assistants—is your practice's most valuable asset. Without genuine team buy-in and proper training, well-executed marketing and solid business strategy will fail at the point of patient contact. This guide walks you through four proven strategies to earn your team's support and turn them into advocates for your PPO resignation initiative.

Why Step 3 May Be the Most Critical Step

Steps one and two focus on data and marketing. But step three—getting your team behind your goal—might be the single most important element of successful PPO resignation. Here's why: consider how new patients discover your practice. Most inquiries come through phone calls, not direct doctor interaction. If you've invested in marketing (Step 2) but a front desk team member answers that call with hesitation or uncertainty about out-of-network status, the entire marketing investment fails.

Patients don't discriminate about whom they ask questions. A prospective patient might ask any team member about insurance acceptance. If that team member—who has only worked in PPO-participating practices—harbors doubts about the practice direction, they communicate that uncertainty. The prospect senses hesitation and decides to call a competitor instead.

Overcome the Natural Resistance to Change

Most team members have worked exclusively in PPO-participating practices. For many, that's their entire professional experience. Insurance dependence is "normal." Going out-of-network feels risky, unfamiliar, and potentially threatening.

This is normal human psychology. When facing something new without prior experience, we tend to resist. Your first team meetings about PPO resignation may generate expressions of uncertainty. You might see skepticism. Some team members might worry about their job security or whether the practice can survive without insurance networks.

Expect this reaction. It's not personal. It's the natural human response to organizational change and unfamiliar territory. The key is anticipating this hesitation and addressing it directly, emotionally, and strategically.

Strategy 1: Frame the Business Challenge Clearly

Most team members don't understand the financial impact of PPO participation. They see paychecks deposited, they show up to work, they take care of patients. The complex financial implications of being in-network operate in the background.

Your first team conversation should frame the business challenge clearly, using concrete examples and relatable comparisons.

The Financial Impact Example

Imagine your most expensive PPO plan is MetLife. You've done the financial analysis and determined that every crown you provide to a MetLife patient actually costs your practice money—let's say $138 after accounting for the difference between your normal fee and their contracted fee.

Present this to your team with clarity and even humor: "Every time we see a MetLife patient, it's like reaching into the front desk drawer, pulling out $138, and handing it to them to go see someone else." This isn't heavy-handed or accusatory. It's factual and memorable.

Team members' natural response is "That's not right. That's not fair. What can we do to change that?" This spontaneous reaction is what you're looking for—team members who understand the problem and want to solve it alongside you.

Calculate and Share Your Actual Numbers

Use a PPO write-off calculator to determine exactly how much your practice gives away annually through PPO adjustments. Many practices discover they're giving away $100,000 to $600,000 per year. Those numbers are shocking and motivating.

Consider how average PPO discounts affect hourly compensation. If your average PPO discount is 44%, frame it this way: "As a team member, if you normally earn $20 per hour, with a 44% PPO discount, you're actually earning $11.20 per hour on PPO patients. Would you accept that wage reduction?"

The answer is universally no. This simple comparison makes the business case tangible and personal.

Strategy 2: Clarify That Patient Care Remains Unchanged

Team members—particularly those in insurance coordination roles—often worry that going out-of-network means "giving up" on insurance. They fear their job responsibilities will evaporate.

This is a critical clarification: Resigning from PPO networks is NOT the same as refusing to work with insurance. Your practice will still:

• File insurance claims for patients on their behalf
• Submit all necessary documentation to insurance companies
• Follow up on claim status and denials
• Help patients maximize their annual benefits
• Provide the same patient-friendly insurance support

The only difference is that you're not contracted with that insurance company. Your practice sets fees based on the value provided, not the insurance company's fee schedule. Insurance becomes a payment method for patients, not a business partnership that determines your compensation.

For an insurance coordinator, this distinction is critical. Their job doesn't disappear—it transforms. They shift focus from managing contracted fee schedules to helping patients navigate their benefits for maximum value. This is often more satisfying work.

Strategy 3: Focus on WIIFM (What's In It For Me)

Everyone's favorite topic is themselves. When communicating with team members about PPO resignation, address what's in it for them—not just the practice.

Financial Benefits

As your practice becomes more profitable through reduced insurance dependence, you can reward team members more generously. Tie this explicitly: "As we improve practice profitability, we have more resources to invest in your compensation, benefits, and performance bonuses."

Workload and Stress Reduction

Many team members feel like they're on a hamster wheel—constantly busy with administrative tasks related to PPO participation. Ask directly: "Would you like to get off the treadmill? Less time managing insurance rejections, fee schedules, and claim denials means more time providing great patient care."

Technology and Professional Development

Does your hygienist want loupes magnification? Does your clinical team want better instruments? As practice profitability improves, you invest in technology and tools. Make this explicit: "As we grow profitably, we invest in technology and equipment you've requested. That's only possible if we're not giving away half our revenue to insurance companies."

Practice Culture and Job Satisfaction

Many dentists attracted to insurance-reduced practices cite the opportunity to practice dentistry based on clinical judgment rather than insurance limitations. That appeal extends to team members. Frame it: "We get to do dentistry based on what's best for patients, not what insurance covers."

Strategy 4: Create Department-Specific Action Plans

Different practice departments have distinct roles in supporting PPO resignation. Create specific, actionable conversations with each group about their contribution.

Administrative and Front Desk Team

This team is your primary patient contact point. Their contribution is elevating relationship-driven interactions:

• Remember patient names and personal details
• Greet patients warmly with genuine enthusiasm
• Create an intentional connection at every touchpoint
• Be confident when discussing fees and out-of-network status
• Position your practice as a premium choice based on quality, not insurance networks

Train them specifically on how to handle insurance questions from new patients: "We don't participate with insurance networks because we believe in providing the best possible dentistry, not insurance-limited dentistry. We do file claims and help you maximize your benefits—we're just not contracted."

Hygiene Team

Hygienists often have the strongest patient relationships. They see patients regularly and build deep trust. Their contribution involves:

• Personal connection ("I'm so glad to see you today")
• Remembering details about patients' lives
• Showing genuine appreciation for patients choosing your practice
• Educating patients about the value of quality dental care
• Supporting the doctor's treatment recommendations with confidence

A hygienist who says, "I was so happy to see you on the schedule today—I knew I'd have a great day," builds loyalty that transcends insurance networks. Patients don't switch practices because of hygienist relationships, regardless of insurance status.

Clinical Assistance Team

Dental assistants contribute through:

• Elevated chair-side demeanor and patient interaction
• Clinical excellence that justifies premium positioning
• Support for the doctor's treatment recommendations
• Confidence in the practice's direction

Implementation: Getting Team Buy-In

Getting genuine team buy-in requires more than a single team meeting. Consider this implementation timeline:

Month 1: Education and Context

• Team meeting addressing the business challenge
• Share your PPO write-off calculations
• Discuss why this matters for the practice and each team member
• Address common concerns directly

Month 2: Department-Specific Planning

• Meet with each department separately
• Create specific role descriptions for supporting the initiative
• Develop scripts and communication frameworks
• Address department-specific questions and concerns

Month 3: Role-Play and Practice

• Practice handling new patient calls about insurance
• Role-play difficult patient conversations
• Build confidence in discussing out-of-network status positively
• Create consistency in messaging across the team

Month 4: Ongoing Support and Reinforcement

• Regular team huddles reinforcing the messaging
• Celebrate wins and patient successes
• Address concerns as they arise
• Provide ongoing training and support

Addressing Specific Team Concerns

Certain questions and concerns will emerge. Address them proactively:

"What if we lose patients and don't have enough work?"

Answer: "We're building a marketing system (Step 2) that replaces lost patients before we resign. We're not making this change recklessly. We've planned for patient replacement through marketing investments."

"Will my job be eliminated?"

Answer: "No. As we become more profitable, we hire more team members. Your job is secure, and your role evolves to provide more value."

"How do we explain this to patients?"

Answer: "We position it as a positive choice—we've decided to practice based on clinical judgment rather than insurance limitations. That means better care for you."

"Won't patients be upset?"

Answer: "Most patients don't love insurance companies. They appreciate practices that put their clinical care first. We're still helping with insurance—we're just not limited by insurance fee schedules."

Reviewed by

Naren Arulrajah

CEO & Founder, Ekwa Marketing

Naren Arulrajah is the CEO and Founder of Ekwa Marketing, a 300-person dental marketing agency that has helped hundreds of practices grow through SEO, reputation management, and digital strategy. A published author of three books on dental marketing, contributor to Dentistry IQ, co-host of the Thriving Dentist Show and the Less Insurance Dependence Podcast, and a member of the Academy of Dental Management Consultants. He has spent 19 years focused exclusively on helping dental practices succeed online.