“People with a scarcity mentality tend to see everything in terms of win-lose. There is only so much; and if someone else has it, that means there will be less for me. The more principle-centered we become, the more we develop an abundance mentality, the more we are genuinely happy for the successes, well-being, achievements, recognition, and good fortune of other people. We believe their success adds to...rather than detracts from...our lives.” -Stephen R. Covey
I believe that we, as practice owners, are missing the boat with regard to how we view our role as managers. We have somehow misinterpreted management to mean that we must oversee and direct the behavior of other people. The implications here are twofold. First, it is implied that we as managers and leaders are responsible for the actions and motivation of our staff. And secondly, there is the implication that our staff is incapable of achieving a desired goal or fulfilling their responsibilities without our guidance. Neither of these assumptions is true if we lead and manage properly. In fact, if we find it necessary to manage the actions of people in our organization who lack motivation and are incapable of productive behavior, we have
“The deeper our faith, the more doubt we must endure; the deeper our hope, the more prone we are to despair; the deeper our love, the more pain its loss will bring: these are a few of the paradoxes we must hold as human beings. If we refuse to hold them in hopes of living without doubt, despair, and pain, we also find ourselves living without faith, hope, and love.” Parker Palmer—A Hidden Wholeness
In Part One of this two-part series, Dr. Joel C. Small discussed the transformational nature of leadership in dentists’ professional lives. In Part Two, he discusses how leadership qualities can enhance their personal lives.
The death of a family member is perhaps the most painful experience anyone can endure...
This is particularly true when a dental specialist dies. The unfortunate reality is that with the passing of a dental specialist, the timeliness of the practice sale is crucial in maintaining the practice value. Unlike restorative practices, there is little or no availability of specialist locum tennens to help maintain a specialty practice’s production or referral base. Additionally, the emergency nature of many specialty procedures requires a specialist’s immediate attention. Referring offices are unable to ask their emergency patients to wait on treatment while a transition occurs, and must refer them elsewhere. Over a very sho
Not long ago, I had the opportunity to visit with a young dentist that had recently purchased an existing practice. He was seeking advice regarding upgrades for his newly purchased practice. He had a limited budget for new expenditures, and wanted to know if I thought that his limited resources would best be spent for digital radiography or for a cone beam scanner. I responded by asking him what he wanted to achieve by purchasing the technology. He replied that he wanted to improve the quality of care that he and his staff could offer their patients.
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After the devastation to many dentists’ portfolios in 2008, it is now very common to see these practitioners take defensive positions in order to preserve what remains in their retirement and investment funds, rather than the gamble of even greater losses. The stock market no longer provides the predictable returns that had been common in years past, and the bond market has continued to significantly underperform. Can we do anything at all to regain our losses? Is there any “safe” market remaining? Where do dentists turn for their investments?