Hollander Consultants Symposium Sets Standard for Client Delivery

Written by Matthew Bratschi

Hollander Consultants Symposium Sets Standard for Client Delivery

CLEARWATER BEACH, FL: Hollander Consultants is holding its annual Florida symposium in Clearwater Beach with over 350 people in attendance. Doctors of veterinary, dentistry and optometry are being given useable and workable tools to help their patients and clients achieve better care and excellent service.

Hollander Consultants’ clients flew to Clearwater Beach from all overrepparttar country and even from Canada to attendrepparttar 119427 symposium. It is being held fromrepparttar 119428 17th torepparttar 119429 20th of March.

Dr. Jeff Carden, a general dentist from Tuskegee, Alabama said, “This isrepparttar 119430 third general symposium I’ve been to. Each time I’ve brought a majority of my office staff. After each symposium, we’ve gone back and blown our previous production numbers away!”

For over 14 years, Hollander Consultants has conducted symposia in Clearwater Beach to provide a forum for clients to achieve greater skills in managing their practices and developing competent, well-trained staff.

Larry Silver, president of Hollander Consultants, said, “The Hollander Consultants symposium at Clearwater Beach is a key part of our consulting package. We take a three pronged approach in helping doctors succeed in their practices. We provide in house training of doctors and their staff, regular personal consultations by our highly trained consultants and our biannual symposia. We also have a graduate symposium for doctors that are ready to move on torepparttar 119431 next level.”

Boost Your Leadership Skills Simply By Answering The Question, "What Does Your Organization Really Reward?"

Written by Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119426 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

Word count: 900

Summary: The author contends that most organizations rewardrepparttar 119427 wrong things. He offers a four step process for turning wrong rewards intorepparttar 119428 right results.

Boost Your Leadership Skills Simply By Answering The Question, "What Does Our Organization Really Reward?" By Brent Filson

The difference between leaders is ears. Good leaders not only ask good questions, but they actually listen torepparttar 119429 answers.

Ask people in your organization: "What does our organization REALLY reward?" Listening torepparttar 119430 answer may help you achieve marked increased in results.

Rewards and punishments make uprepparttar 119431 drive shaft of any organization. But my experience of working with thousands of leader duringrepparttar 119432 past 21 years reveals that most of their organizations rewardrepparttar 119433 wrong things.

Such organizations may pay lip service to rewarding people for what is viewed asrepparttar 119434 right things: getting results, gettingrepparttar 119435 right results, gettingrepparttar 119436 right results inrepparttar 119437 right ways. But what they may really reward, often in terms of promotions and job perks, are such things asrepparttar 119438 care and feeding of top leaders' egos, political conniving, tyrannical leadership ....

Here is a way to transform wrong rewards into right results.

(1) Ask people in your organization what your organization REALLY rewards. The answers may surprise you. But don't get caught up in those answers. Don't make value judgments. At this stage, you are just an observer. Simply compilerepparttar 119439 list.

(2) Gauge each item onrepparttar 119440 list against results your organization really needs. Does it help get results? Does it detract from results?

Do it this way: Pick out a single item from your list. Describerepparttar 119441 problem inrepparttar 119442 item and identify who controls its solution. Execute a "stop-start-continue" process. What reward do you stop, what do you start, and what do you continue?

You'll get results, but don't expect overnight success. Not only are many of these wrong rewards ingrained habits but changing them seldom achieves quick results. Still, keep asking, What does my organization really reward? Inrepparttar 119443 long run, when tacklingrepparttar 119444 challenges that comes with listening torepparttar 119445 answers, you'll be getting more results as well as sharpening your leadership skills.

(3) Ask, "What does your leadership really reward?" When your leadership rewardsrepparttar 119446 wrong things, you're getting a fraction ofrepparttar 119447 results you're capable of. However, since we seerepparttar 119448 faults of others more clearly than our own, it may be more difficult identifying and dealing with your own issues rather than your organization's.

Do a 360 degree assessment. Select a single item fromrepparttar 119449 list and applyrepparttar 119450 start-stop-continue process. Don't simply eliminaterepparttar 119451 item. Such items can be grist forrepparttar 119452 results mill. Identifyrepparttar 119453 problem inrepparttar 119454 item then haverepparttar 119455 solution be a tool that gets results.

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