Leadership development in today’s DSO environment has become essential to sustaining growth, supporting teams and delivering consistent patient care. As The Aspen Group has grown, I’ve seen firsthand how important it is to go beyond hiring great talent and invest in developing leaders who can guide teams with confidence and clarity.
One of the biggest “do’s” I emphasize in leadership development is creating clear, structured pathways for growth that help individuals build skills over time. At The Aspen Group University (TAG U), we’ve focused on building progressive learning journeys that span clinical, leadership and business skills, helping individuals grow from leading themselves to leading teams and, eventually, leading practices. In dentistry, many professionals begin with strong clinical expertise, but developing skills like communication, coaching and decision-making while fostering continued clinical growth is what truly enables them to succeed as leaders.
I also believe learning should be practical and experience-based. Leadership skills take hold when people can apply them in real-world situations, which is why blending on-demand learning with in-person experiences and peer collaboration has been key for us. That approach has become even more valuable as we continue scaling new technology across the organization, including tools like Videa’s AI-powered Clinical Assist platform.
Successfully implementing new technology in the field requires more than simply installing a platform. Training and development are essential to helping teams adopt new tools with confidence and integrate them into patient care, workflows and everyday decision-making with minimal disruption. When learning is embedded into the rollout process, it creates a smoother experience for both team members and patients while also giving doctors opportunities to learn from one another by sharing challenges, best practices and ways they’ve incorporated new technology into patient conversations and daily operations.
Just as technology adoption requires continuous support, leadership development does as well, and there are a few “don’ts” that stand out. One is treating leadership development as a one-time initiative. In my experience, short-term or disconnected training rarely leads to lasting change. We focus on supporting individuals early as they build confidence, and we continue that support as they take on broader leadership responsibilities. One example is our new doctor learning journey, which builds a strong foundation for continued clinical and leadership growth through mentorship and hands-on development. Along the way, doctors gain exposure to patient communication, practice operations and leadership expectations so they feel prepared to lead within a modern DSO environment. That consistency helps ensure leaders are prepared for both the operational and people-focused aspects of their roles.
Another common misstep is underestimating the impact of investing in leadership development. It can be easy to focus on immediate operational demands, especially in a fast-paced DSO environment, but investing in people pays off across the entire organization. TAG U represents that commitment for us. It’s about building leadership capability in a way that strengthens teams, enhances the patient experience and supports long-term growth.
For any DSO looking to develop leaders thoughtfully, the journey is most effective when it remains continuous, practical and embedded into the culture. Leaders benefit from development that evolves alongside their responsibilities and reinforces both people and operational skills. Over time, that consistency strengthens not just individual leaders, but the performance and resilience of the entire organization.
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