“Emotional intelligence is the thread that underpins every successful interaction in dentistry”

Iveta Ramonaite, Dental Tribune International

Fri. 15. May 2026

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Dentistry demands clinical precision, often within tight time constraints and under pressure to meet patients’ expectations, but effective practice increasingly depends on more than technical expertise. Dr Sarika Shah, founder and principal dentist at Platinum Dental Care in London in England, argues that emotional intelligence can help dental teams communicate better, manage pressure and build trust. In this interview, she discusses how emotional intelligence can support patient care, team culture and sustainable leadership—and why self-awareness may be one of the most important skills for practice owners today.

Dr Sarika Shah, founder of the leadership platform Flourish as a Female, believes that recognising their triggers, patterns and emotional responses can help dental professionals lead with greater calm, empathy and intention.

Dr Shah, you place strong emphasis on emotionally intelligent dental practices. What does emotional intelligence look like in day-to-day interactions with patients and teams, and why is it becoming essential in dentistry today?
For me, emotional intelligence is the thread that underpins every successful interaction in dentistry, whether that is with a patient or colleague or within ourselves. At its core, it is about conscious self-awareness. It is self-awareness of how we are showing up as individuals, how others may be feeling and how our words, energy and actions can affect those around us.

In day-to-day practice, emotional intelligence can look as simple as recognising when a patient’s anxiety is masking itself as frustration, or noticing unusual behaviour in a team member and taking the time to check in. It is choosing curiosity over judgement and actively listening, not just to respond, but to truly understand.

Dentistry has traditionally focused heavily on clinical excellence, and rightly so, but in today’s world, technical skill alone is no longer enough. Patients are seeking connection, safety, trust and reassurance. Team members are looking for workplaces where they feel psychologically safe, valued and heard. Emotional intelligence allows us to build that environment. It strengthens communication, reduces conflict and ultimately improves both patient care and team culture.

I genuinely believe that it is becoming one of the most essential skills in contemporary dental practice because it shapes not only how we care for our patients but also how we lead ourselves and others. Behind every treatment plan, conversation and decision, we are working with people, and emotional intelligence allows us to navigate those interactions with greater awareness, empathy and intention, strengthening teams, building trust and supporting a healthier practice culture.

As both a clinician and a practice owner, how do you integrate emotionally intelligent leadership into areas such as team management, patient communication and marketing?
Emotionally intelligent leadership starts with intention. It is not something we switch on only during difficult conversations. I believe that it is something we weave into the everyday culture of how we lead.

In team management, that means creating an environment where people feel able to speak openly, share ideas and even make mistakes without fear. As a certified mindset and leadership coach, I consciously draw on those coaching skills as part of how I lead, creating space for reflection, growth and honest conversations that help individuals better understand themselves and grow in their roles. I have learned that leadership is less about directing people and more about understanding what motivates them, what challenges them and how best to support their development. For me, coaching has become a powerful part of leadership, helping people build confidence, shift limiting beliefs and grow not just professionally, but personally too.

“Emotionally intelligent leadership starts with intention.”

In patient communication, emotional intelligence matters because every patient comes with a story, a fear, an expectation or sometimes a deep vulnerability. Taking the time to listen and communicate with empathy can completely transform patients’ experience.

Emotional intelligence also plays a role in marketing. Patients and professionals alike are craving authenticity. They connect with honesty, transparency and genuine values. Therefore, how we communicate our message should reflect who we truly are—as individuals, as a team and as a practice—not just what we offer. For me, that means leading with connection first.

Dentistry can be a high-pressure field because clinicians must often balance targets, time constraints and patients’ expectations. What practical techniques or mindset shifts help you stay calm and grounded in these situations?
Dentistry can be incredibly demanding, and so the goal for me is to build the resilience to navigate pressure with greater calm. One of my biggest mindset shifts has been understanding that my nervous system needs just as much attention as my clinical skills. I have become much more intentional about regulating myself throughout the day. That might mean taking a few slow breaths in moments of stress, stepping away from the surgery for a moment to reset or simply noticing when I am becoming reactive.

I also remind myself often that I do not need to carry everything at once and that not every decision needs to be made instantly. We can become so consumed by perfectionism and responsibility that we forget to pause. For me, learning to separate urgency from importance has been transformative.

Most importantly, I have learned that self-leadership starts with self-awareness. When you know your triggers, your patterns and your stress responses, you can meet pressure with more compassion and less self-criticism.

Burn-out is a growing concern in the profession. From your experience, what are the early warning signs, and how can practice owners proactively create a culture that supports well-being?
Burn-out rarely happens overnight. It tends to creep in quietly over time. The early signs can be subtle, such as emotional exhaustion, irritability, reduced patience with patients or colleagues, feeling disconnected from work that once brought joy or simply functioning on autopilot. I think that many clinicians are so used to pushing through that they do not recognise these signs until they are already overwhelmed.

As practice owners, we have a responsibility to create cultures where well-being is not an afterthought. That starts with open conversations. People need to feel safe admitting when they are struggling. It also means modelling healthy boundaries ourselves. If leaders glorify overworking, teams will often feel pressure to do the same. I believe that we have to lead by example.

I also think that simple things matter, such as protected breaks, manageable expectations, emotional check-ins and a culture in which asking for support is seen as a strength, not a weakness. A healthy practice is not just one that performs well financially; it is one where people can thrive sustainably.

You describe leadership as something that comes from within. How can dentists develop self-leadership, and what personal qualities are most critical for sustainable growth as a practice owner?
I truly believe that leadership begins long before someone manages a team or owns a practice. It begins with how we lead ourselves. Self-leadership is about taking responsibility for your mindset, your habits and your emotional responses. It is the ability to pause and ask yourself, “How am I showing up today?”

For dentists, developing this often means doing the inner work many of us were never taught to do, such as building self-awareness, challenging limiting beliefs and learning to trust ourselves. The qualities I believe matter most are resilience, emotional honesty, adaptability and courage. Sustainable success is not built on constant striving; it is built on alignment with yourself and your environment.

“A healthy practice is not just one that performs well financially; it is one where people can thrive sustainably.”

As a female leader and a mother, how has your perspective on leadership evolved over time?
Earlier in my career, I thought that leadership meant having all the answers, always staying strong and constantly proving myself. Over time, and especially through motherhood, I have learned that true leadership often looks very different. To me, it looks like vulnerability, presence, adaptability and compassion.

Motherhood has deepened my empathy and taught me the importance of boundaries, energy management, and letting go of perfectionism and fear of judgement from others. It has reminded me that leadership is about connection and harmony—not control. I now lead in a way that feels more authentic and aligned with who I am, rather than who I thought I needed to be. That shift has been incredibly liberating.

What do you still hope to learn or develop as a leader?
I think that the most effective leaders never truly feel complete. I am constantly learning how to create greater impact within the profession and wider community while staying deeply connected to my own values and well-being. I want to continue growing my ability to empower others, particularly women in dentistry, to lead with confidence and authenticity.

A big part of that for me is through my platform, Flourish as a Female, where I offer one-to-one coaching and teaching focused on self-leadership and leadership for female clinicians and practice owners. It feels like a meaningful way of giving back, especially at a time when women make up a growing proportion of dental students and the dental workforce in the UK. Supporting women in dentistry to lead in a way that feels aligned, confident and sustainable is something I care deeply about, and I find that work both meaningful and fulfilling.

I am also learning how to slow down and trust the process more. For a long time, success felt tied to doing more. Now, I am more focused on contributing with intention and helping others grow in ways that are realistic, balanced and lasting. To me, leadership is an ongoing process of becoming, and I think that that is what makes it so powerful.

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