Proactive High Performance Teamwork

Written by Livvie Matthews


Proactive High Performance Teamwork Copyright © 2003 Livvie Matthews

Proactive High Performance Teamwork is made up of nine proactive components and will providerepparttar growth you are seeking in your practice. Two ofrepparttar 104788 nine components are Performance and Opportunities.

Performance=Profitability High Performing Staff=High Performing Bottom Line! Successful practices excel inrepparttar 104789 filed of Patient Services **It's not about product...It's about Service!! ....your "Absolutely outstanding service"!

Opportunities New service options and availability can create tremendous opportunities for revenue and profit from existing (as well as new) patients. Seek to provide so many services and benefits that patients choose to keep returning. **Every patient is an Opportunity looking for a place to happen! Learn to look and listen for Opportunities!

Patients must be made to feel important, appreciated and valued. Focus on making each patient feel they arerepparttar 104790 most important patient you have....because they are!!

Position your practice to do more cosmetic dentistry. Although insurance doesn't cover cosmetic dentistry, more and more patients are choosing cosmetic procedures.

All too often we thinkrepparttar 104791 patient inrepparttar 104792 treatment room knows what cosmetic procedures are available to them, when 95% ofrepparttar 104793 timerepparttar 104794 patient doesn't have a clue! Many times it is just a matter of mentioning what's available.

Don't speak in technical terms, speak in simple laymen's terms sorepparttar 104795 patient will understand what you are saying. You'rerepparttar 104796 one who took dental terminology, notrepparttar 104797 patient.

A Leadership Map for the Future

Written by Patsi Krakoff, Psy. D., CBC


A Leadership Map forrepparttar Future

© 2003 Patsi Krakoff, Psy. D., CBC Customized Newsletter Services Jan/Feb 2004 Article www.customizednewsletterservices.com

Predictions forrepparttar 104787 future can be stimulating and challenging, especially if one is a top executive in a business enterprise attempting to make strategic decisions. Our rapidly changing global environment presents problems never before encountered. No one knows what will be required of leaders inrepparttar 104788 future, but some speculation is worthy of our attention.

Predictions from experts in their fields have not always been accurate. Here are a few examples:

oIn 1899repparttar 104789 U.S. Commissioner of patents, Charles Duell, declared, “Everything that can be invented has been invented.”

oIn 1905, President Grover Cleveland prophesied, “Sensible and responsible women do not want to vote.”

New industries are already well on their way to becoming established products and services forrepparttar 104790 future: micro-robotics, machine translations in real time, urban traffic systems, bio-mimetic materials, machines capable of emotions, inference and learning, and bioremediation for cleaning uprepparttar 104791 earth’s environment are a few.

Each of these opportunities is by nature global, with no single nation or region likely to control allrepparttar 104792 technologies and skills required to turn them into reality. Any firm wishing to become a leader will have to collaborate with and learn from customers, technology providers, and suppliers wherever they are located (Hamel & Prahalad, Competing forrepparttar 104793 Future, 1994).

To be sure, some leadership qualities will always remainrepparttar 104794 same: intelligence (emotional as well as cognitive), confidence, ability to articulate and inspire a vision, ability to motivate, unfaltering optimism, perseverance, resilience, and strategic decision making.

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