How to handle difficult behaviour in dental practices - without the legal worry

What practice owners and managers need to know to deal with behaviour issues confidently, fairly and in line with HR and employment law.

Most people issues in dental practices do not begin with a formal complaint.

They begin more quietly than that.

A shift that feels heavier than it should. A team dynamic that starts to feel strained. Staff becoming less engaged, less communicative, or more likely to say they are “fine” when they clearly are not. Managers spending more and more time managing around a behaviour issue rather than addressing it.

And often, difficult behaviour is left unchecked for longer than anyone would like.

This isn’t because practice owners and managers do not care, but because they are busy, commercially stretched, and understandably wary of getting the HR or legal side wrong.

That concern is entirely valid.

My experience of supporting many dental practice owners and managers through workplace issues has made one thing clear: leaving behaviour issues to drift often creates more risk, not less.

Why difficult behaviour matters more than you may realise

Difficult behaviour is rarely about someone simply being “a bit tricky”.

More often, it presents as repeated friction, poor communication, dismissive conduct, unprofessional behaviour, or a pattern that leaves colleagues feeling uncomfortable, undermined or unsupported.

And in a dental practice, where teams work closely and rely heavily on one another, that matters.

Unchecked behaviour can quickly begin to affect morale, trust, communication, staff wellbeing and, ultimately, retention. Good staff do not usually leave suddenly. More often, they leave after a period of feeling that the atmosphere has become harder than it should be, and that nothing meaningful is being done about it.

If you are trying to build a stable, high-performing team, difficult behaviour is not something to work around indefinitely.

How to deal with it, without creating legal risk

This is where many practice owners and managers feel understandably cautious.

They know something needs to be addressed, but they are concerned about saying the wrong thing, escalating matters unnecessarily, or exposing the practice to legal risk.

The answer is not to avoid the issue.

It is to deal with it early, fairly and with the right process.

From a HR and employment law perspective, that means:

• Setting clear and consistent expectations around behaviour

• Addressing concerns before they escalate into something more formal

• Keeping appropriate records of issues and conversations

• Ensuring your policies are fit for purpose

• Being alert to wider legal considerations, including grievances, discrimination risks, whistleblowing concerns and contractual issues.

Handled properly, behaviour concerns can often be resolved far more effectively, and with far less disruption, than many employers expect.

Strong practices do not avoid people problems. They handle them well

One of the clearest signs of a well-run practice is not that it never encounters difficult behaviour. It’s that when issues arise, they are dealt with calmly, fairly and confidently.

That protects your team, reinforces standards and supports retention. Additionally, and importantly, it gives practice owners and managers the reassurance that they are doing the right thing, in the right way.

Because when difficult behaviour is handled properly, everyone benefits - including the people responsible for leading the practice.

If behaviour issues in your practice are beginning to affect morale, wellbeing or staff retention, early HR and employment law advice can make all the difference.

If you’d like to know how we can support you in taking positive steps that improve your team and protect your practice, please get in touch :0330 088 2275 or info@buxtoncoates.com