From Dental Practice To Successful Dental Clinic OPEN SOURCE MANAGEMENT From Dental Practice To Successful Dental Clinic www.osmconsultgroup.com 1

When business is difficult handle the INTERNAL reasons

Slides www.paoloruggeri.net

SOMETIMES THINGS ARE NOT AS THEY APPEAR

Are the colors of Square A and Square B the same???

19% CONTROLS 85% WEALTH

MANY OF THE PRACTICE AND ATTITUDES THAT BRING ABOUT PROSPERITY ARE COUNTER – INTUITIVE, THAT IS TO SAY APPARENTLY GOING AGAINST LOGIC

From Dental Practice To Successful Dental Clinic OPEN SOURCE MANAGEMENT From Dental Practice To Successful Dental Clinic www.osmconsultgroup.com 10

Generating Value

Comfort Zone Uncomfortable = = Consuming value Creating value

Take up a challenge Take a scary (or tough) decision

1) OUT OF THE COMFORT ZONE

2) EMBRACE MARKETING

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Do ALL the people in your area know what you do?

MARKETING: BIDIMENSIONAL Plaque Website Social Networks

MARKETING: TRIDIMENSIONAL Events Alliances Relationships Social Networks

Age: 11 Occupation: primary school student

Clients are engaged to promote the company (Apple, sharing on social networks, etc)

People LOVE what you do

Find the killer!

If you are not really set in pursuing a goal, your brain will not show you all the opportunities that exist to make real progress

3) GOALS When we don’t have clear (written) goals in life, it is life controlling us and not vice versa.

Two environments: MENTAL  MATERIAL

GOAL A precise description of a particular scene that doesn’t exist at this moment in time but that we wish to actualize. A Dream

Exercise 5 Years from now Decide what you want – be clear and specific Handwrite your goals Write «I» and state as goal already reached – «I earn $ 100.000 a year».

4) THE WORLD IS BASED ON 2

ARE YOU “BETTING” ON THE RIGHT PEOPLE?

5 characteristics of people that should work with you

LEARN HOW TO MOTIVATE OTHERS

Exercise 1. Good working conditions 2. To feel involved in work related problems 3. Non oppressive discipline 4. Full appreciation for the work done 5. Management loyalty toward the staff 6. Good salary level 7. Job Promotions and growing with the company 8. Understanding and concern for employee’s personal problems 9. Job Security 10. Interesting Work

WHAT DO THEY WANT Full appreciation for the work done (PRAISE) To feel involved in work related problems Understanding and concern for employee’s personal problems Salary and commissions Job Security Interesting Work Job Promotions and growing with the company Management loyalty toward the staff Good working conditions 10. Non oppressive discipline

MOTIVATION Get someone to demonstrate his competence and capabilities YOU ARE THE COACH!

MANAGER ORIENTATION From : Manager who does the job to Manager who gets others to do the job, Manager who creates capable people

Internal Customers Needs Tangible Intangible Salary Salary Wages Praise Bonuses Sharing Information/Plans Benefits Genuine Interest Hard Factors Soft Factors

NO CHANGE 2 months of patient training and no results or change (things go back on your plate) Your attempts to motivate the person backfire or are used against you If productivity keeps low, either the person has a difficult personal situation, either she has another goal

The Cost of Non Quality

5) Exchange in abundance Criminal Exchange Imperfect exchange Fair Exchange Exchange in abundance

6) Have always a high sense of personal ethics

Unethical actions

OPEN SOURCE MANAGEMENT TIME MANAGEMENT www.osmconsultgroup.com 47

MANAGE TIME

URGENT VS. IMPORTANT What is that activity that when done regularly for the next months (years) would make a huge difference for your company?

Parkinson’s Law «The amount of time we have available to complete a task … …will be the amount of time needed to complete it».

Not Important Urgent Non Urgent Important Quadrant I Crisis Treating Patients Proposing Treatments Activities needed to make the budget and to reach the goal Quadrant II Activities that will increase the potential of the clinic, of personnel. Training and Motivation Strategic Progress Prevention Marketing Planning/Organizing Important Quadrant III Some phonecalls E-mail Certain meetings Do the work of one’s juniors Pressing but not important problems Quadrant IV Useless actities you generally do when you’re burned out Facebook/Twitter Internet Physical Labor Etc Not Important

Poor Manager Time Allocation Quadrant I Quad. II CRISIS Quadrant IV Quadrant III

improvement activities Effective Manager Quadrant I CRISIS Prevention, training and improvement activities Quadrant II

and not urgent” activities the effective manager compresses Working on “important and not urgent” activities the effective manager compresses the crisis of tomorrow

How to work on Quadrant II Identify prevention, training and improvement activities (strategic progress) we would like to get done during the next few weeks. Set aside IRREVOCABLE slots of time in your calendar to take care of such activities. Agenda + drill

OPEN SOURCE MANAGEMENT CONCLUSION www.osmconsultgroup.com 56

1) Handle Internal Reasons 2) Get out of the Comfort Zone (confront things that do not work and fix them) 3) Embrace marketing 4) Supervise Finance (P&L every month) 5) People strategy A) Measure B) Hiring process C) Motivate 6) Manage Time 7) Study

The emotional tone of the Doctor/Manager is very important!

Quality Relationships Quality opportunities and quality people Social Impact Personal Growth Financial Success Values Spirituality Quality Relationships Knowledge

FAITH

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