Dr Christina Radics: “Being a good dentist and running a successful dental business are two different jobs”

Dr Radics, you trained in Sweden and began your career there before moving to Spain, where you have now lived and worked for over two decades. What are the most striking differences between Sweden and Spain in how dental care is organised and in clinical practice?
The biggest difference I experienced was administrative. In Sweden, dentists submit extensive documentation to the insurance system because patients receive state support for dental care. That adds a significant layer to the working day.

I wouldn’t say patient expectations are fundamentally different. In both countries, I’ve seen growing interest in faster treatment and aesthetic procedures. My own experience in Spain may be slightly unusual: I worked with many Scandinavian patients and clinics, so much of my clinical day felt familiar. The absence of Swedish insurance administration was the clearest practical difference for me.

You worked both as an associate dentist and as a practice owner before stepping away from clinical work. How did your responsibilities, pressures and sense of professional identity change when you became a practice owner?
I have always felt a strong sense of responsibility. Even as an associate, I found it hard to stop thinking about work at the end of the day. Ownership took that to another level. I felt responsible for the staff almost as if they were family, as well as for the finances and the future of the clinic.

That was when I truly understood that being a good dentist and running a successful dental business are two different jobs. You need clinical skills, but you also need to understand leadership, communication, time management and business—or have trusted people around you who do. I wish dentists were better prepared for that transition.

In your book, … But Please Don’t Tell Anyone: A Personal Story About Stigma in Dentistry, you describe dentistry as a profession where stress, anxiety and burn-out are often hidden behind a façade of perfection. Where does this mental health stigma in dentistry come from, and have you noticed differences between countries or practice settings?
As healthcare professionals, we often feel we must be the strong ones. Patients may arrive anxious or vulnerable, and we believe that we need to reassure them. When I was struggling, I felt I couldn’t talk openly about it because people were coming to me with their problems. There can also be a fear of professional judgement: if people know I’m struggling, will they still trust me as their dentist? That fear can make stress and anxiety very lonely experiences.

I do hear burn-out being discussed more openly now, particularly in certain parts of Europe. But talking about it is only the beginning. We also need to make it easier for people to ask for help and equip them with practical tools long before they reach a crisis.

You often speak about “work–life harmony” rather than “work–life balance”. What does work–life harmony mean in dentistry, and what can clinicians do when they feel pulled between patient care, business demands and their personal life?
I speak about “harmony” because “balance” sounds static, and life isn’t. Some weeks, your career will need more of you; at other times, your family or your health will. Harmony means noticing what is needed and making conscious choices, rather than running on autopilot.

I use a 3 + 5 formula. The three steps are accept, check and choose. First, acknowledge what is happening. Then check what is within your control, what the situation is costing you and what you can learn from it. Finally, choose where to put your energy and what you need to let go.

The five pillars are self-care, self-awareness, relationships, free time, and career and purpose. Self-care includes sleep, rest, movement and nutrition. Self-awareness helps you recognise your patterns and limits. Relationships remind you to stay connected to people beyond your patients and team. Free time gives you space to be a person outside dentistry. Career and purpose invite you to ask: what does success actually mean to me? You don’t have to get all five perfect, but you do need to notice when one has been neglected for too long.

What changes would you like to see in dental education and professional culture to better support dentists and their teams?
I would teach the human side of dentistry throughout dental education: how to communicate effectively, develop self-awareness, handle conflict, lead others, manage expectations and cope with setbacks. These skills could be revisited each year through discussion, role-play and real clinical scenarios. Students might not appreciate every lesson immediately, but they would know where to turn when those challenges appear.

I would also like practice owners and teams to make conversations about workload and well-being part of ordinary working life. We put enormous effort into developing technical excellence. We should give the same serious attention to the skills that help dentists work with people and sustain their careers.

If you could give one piece of advice to a newly qualified dentist, what would it be?
Find a mentor or coach you trust—someone who can guide you, challenge you and give you a safe place to talk things through. You do not have to figure everything out alone.

Stay curious about what excites you. You don’t need to be excellent in every area of dentistry. Get to know yourself as well as you get to know your profession. That understanding will help you build a career that fits who you are.