1. From Dental Practice To Successful Dental Clinic
OPEN SOURCE MANAGEMENT
From Dental Practice To Successful Dental Clinic 1

2. When business is difficult handle the INTERNAL reasons

3. Slides www.paoloruggeri.net

4. SOMETIMES THINGS ARE NOT AS THEY APPEAR

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

8. 19% CONTROLS 85% WEALTH

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

10. From Dental Practice To Successful Dental Clinic
OPEN SOURCE MANAGEMENT
From Dental Practice To Successful Dental Clinic 10

11. Generating Value

12. Comfort Zone Uncomfortable = = Consuming value Creating value

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

14. 1) OUT OF THE COMFORT ZONE

15. 2) EMBRACE MARKETING

16. € £ ¥ $ ???

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

18. MARKETING: BIDIMENSIONAL
Plaque
Website
Social Networks

19. MARKETING: TRIDIMENSIONAL
Events
Alliances
Relationships
Social Networks

20. Age: 11
Occupation: primary school student

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

22. People LOVE what you do

23. Find the killer!

25. 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

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

27. Two environments: MENTAL  MATERIAL

28. 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

29. 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 $ a year».

30. 4) THE WORLD IS BASED ON 2

31. ARE YOU “BETTING” ON THE RIGHT PEOPLE?

32. 5 characteristics of people that should work with you

34. LEARN HOW TO MOTIVATE OTHERS

35. 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

36. 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

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

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

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

40. 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

43. The Cost of Non Quality

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

45. 6) Have always a high sense of personal ethics

46. Unethical actions

47. OPEN SOURCE MANAGEMENT
TIME MANAGEMENT 47

48. MANAGE TIME

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

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

51. 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
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

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

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

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

55. 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

56. OPEN SOURCE MANAGEMENT
CONCLUSION 56

57. 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

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

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

60. FAITH

62. You