Dear Self
Welcome to the pre Xmas edition of Straight Talking. I hope you’re not shopped out or suffering with writer’s cramp from signing too many cards. If you feel inclined to take a break and sip some seasonal tipple then please use my e-zine as the perfect excuse. As usual it is crammed full with interesting tidbits and relevant information to leave you excited about the opportunities that lie ahead in 2010. Enjoy the season to the full.
All the best for the New Year.
All the best for the New Year.
Recently I’ve met a number of new dental principals who want me to assist them to regain a feeling of control over their practices. This usually means feeling in control of the practice income and expenditure, but increasingly the issue seems to be a need to feel more in control of the direction of the team, as well as individual performance! This latter issue is one of leadership.
Now I’ve been keeping up with the people management press, where the big buzzword at the moment is ‘employee engagement’. And this is so relevant to the dental practice. Employee engagement has been described as the ‘master key that unlocks performance’ and research has shown that without it, ‘all the clever HR policies in the world , let alone investment in technology, marketing and innovation, will fail to deliver sustained competitive advantage.’
Now I’ve been keeping up with the people management press, where the big buzzword at the moment is ‘employee engagement’. And this is so relevant to the dental practice. Employee engagement has been described as the ‘master key that unlocks performance’ and research has shown that without it, ‘all the clever HR policies in the world , let alone investment in technology, marketing and innovation, will fail to deliver sustained competitive advantage.’
As usual in discussions about leadership, there is no one agreed definition of engagement, but it does have much to do with ‘the heart of the workplace relationship between employer and employee.’ And research is showing that engagement – driven from the top of organisations - runs hand in hand with enhanced business success.
A recent review in ‘People Management’ identified the top behaviours of engaging managers, and the top behaviours of disengaging managers. Scroll down to the very end of this e-zine to see how you compare! And be honest now!
In light of the your own experiences, and of the research mentioned above, would you like to be a better leader? To feel more in control of your practice? To be more certain that your team were producing their very best for you?
When not out travelling the country visiting clients this quarter, I’ve been putting together a new programme, with help from employment lawyer Hayley Bloodworth and management coach Karen Summers, to help principals and managers become better leaders and managers through increased employee engagement. We will be building on the success of our practical people management workshop http://www.sheila-scott.co.uk/images/pdf/MDP2010.pdf
and expanding with workshops on personal leadership and individual motivation. The programme consists of four quarterly workshops, with between workshop coaching available to maintain the pace of changes!
This programme will help you become a more engaging manager and leader, and in addition to helping you direct and manage your team more effectively, will also devote much time to developing each delegate’s natural leadership style and behaviour.
Full details will be available early in the New Year, but we’re hoping to kick off 2010 with a couple of early groups of keen practices – we’re looking for a minimum of four practices to commit to letting up to two principals plus one practice manager/senior line manager attend four day-long workshops during 2010, implementing learning in the practice between each day out. We’re particularly keen to hear from interested practices in the North of Scotland and the Midlands – but are happy to set up programmes elsewhere if we can pin down localised interest! The cost of the programme will be £345 + VAT per month per practice – and the benefits will be reaped in greater team performance, easier day-to-day operation and profitability.
Please let me know if you’d be interested in this kind of programme in 2010, and I’ll make sure you receive full information very soon.
Independent practice sales seem to be on the up again. I’ve heard from a few young dentists recently looking at retirement practices for sale, and trying to decide what makes a good purchase. I’ve also heard from a few young dentists whose newly acquired practice hasn’t quite achieved financial or practical expectations! Well there’s lots of advice to help on this front. There’s no shortage of specialist dental accountants who can help analyse the figures and advise on finance. (Yes, there are some available, but you have to know who to approach!) And valuations are easily enough arranged. But it’s just as important to find out a lot more about the practical working of the practice before
committing to purchase.
If I were buying a dental practice, I’d certainly check out the work that’s been done in there first. I’d look at some patient records – or even work a session in the practice to see the kind of work the patients have been used to. I’d want to find out how often the ‘patients’ of the practice tended to visit, and how many hadn’t been seen for a year or more! I’d want to meet the existing team – after all, I’d be taking over as their boss, and I’d like to know if I would be taking over an asset or a liability. I’d check out the local area, including who my competition would be, and what else patients would be buying, driving to and passing locally. I’d also ask some locals (taxi drivers/small shop owners etc) if they could recommend a local dentist and why. And I doubt if I’d be keen to buy from a principal who didn’t want me to find out any of these facts.
This process is part of what is called ‘due diligence’, and should be completed to protect the purchaser, the vendor and the patients from poor decisions. You can’t just guess that you will make the same profits as the past owner. Your ethics, style, approach, work and leadership have to fit. Please take care if you’re in this situation or give me a call to discuss.
This process is part of what is called ‘due diligence’, and should be completed to protect the purchaser, the vendor and the patients from poor decisions. You can’t just guess that you will make the same profits as the past owner. Your ethics, style, approach, work and leadership have to fit. Please take care if you’re in this situation or give me a call to discuss.
| The engaging manager |
The disengaging manager |
| Communicates, makes clear what’s expected |
Lacks empathy/interest in people |
| Listens, values and involves team |
Fails to listen and communicate |
| Is supportive, backs team/you up |
Is self centered |
| Target focused |
Doesn’t motivate or inspire |
| Clear strategic vision |
Blames others, doesn't take responsibility |
| Shows active interest in others |
Is aggressive |
| Has good leadership skills |
Lacks awareness |
| Is respected |
Doesn’t deliver |
How do you score?
For more on this topic
Sheila
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