Dentist and Leader: Inspiring Excellence - Summary

SECTION 1 - BEING A LEADER

Leadership is, more than ever, an asset. Your success as a team leader, as a dental clinic owner, and in your life depends more on your leadership than on your dentistry skills. You want to become a better leader? First, start by better understanding what leadership is. In this first section, you'll discover leadership from three different perspectives.

Chapter 1: The Leadership Diamond

Imagine what you could accomplish in your dental clinic if you learned to better use each of these four leadership dimensions:

  1. Vision: Be able to effectively communicate your vision to your team and patients.
  2. Realism: Clearly understand reality, not only for teeth but above all that of your patients and your team.
  3. Courage: Be determined, disciplined, perseverant, and effective in your actions.
  4. Ethics: Ensure your ethics go beyond dentistry, having the profound desire of serving others.

Chapter 2: The Archetypes of the Mature Leader

The leadership dimensions correspond to leadership archetypes:

  1. The King and the Queen: You show the way. You, the dentist/owner, define the vision, the mission, and the rules of the game in your dental clinic.
  2. The Magician and the Fairy: You know the way. The more you know how to influence patients and your team, the easier it will be to accomplish your mission.
  3. The Warrior and the Mother: You follow the path. The more you serve as an example and act effectively and with determination, the more your leadership will inspire those around you.
  4. The Passionate Person and the Lover: You do it for others and you love it!

Chapter 3: Six Styles of Leadership

There are six styles of team leadership: visionary, coach, partner, democrat, winner, and authoritarian. To be a good dental team leader, a dentist must be skilled in the following styles:

  • Visionary – to inspire and create a common approach.
  • Coach – to develop and ensure that the team members are responsible for their action.
  • Authoritarian – to reassure and defend the team.

SECTION 2 - LEADERSHIP: THE ART OF INFLUENCING EMOTIONS

Your ability to effectively deal with your emotions, and those of your team members and your patients, is at the heart of your leadership and of your success. In Section 2, you'll discover the importance of emotions. You'll also discover how to improve your emotional intelligence, how to better motivate people, and how to deal with negative emotions such as anxiety, frustration, and deception within your team and with your patients.

Chapter 4: The Role of Emotions

In every dental clinic, there are good days (yes!) and bad ones, where you have to deal with frustration, anxiety, or deception.

Do you want to learn how to better control emotions? Start by better understanding them.

Chapter 5: Emotions in the Future

Anxiety is an emotion that stems from our perception of the future. It’s an emotion that many dental patients experience. But anxiety is not limited to patients – it can be felt by both you and your team!

This chapter allows you to better understand anxiety. In it you’ll find an effective strategy to manage anxiety, shifting a feeling of anxiety to one of enthusiasm. An important lesson in the life of a dentist!

Chapter 6: Emotions in the Present

Everything is running smoothly, you’re having fun, and oops, you overhear your secretary say something unacceptable to a patient. Your blood rushes to your head, and you feel anger coming on.

This chapter teaches you how to control your anger or the anger of others, changing it into a positive force for good.

Chapter 7: Emotions in the Past

When you think about the day you’re finishing, are your emotions positive (satisfaction) or negative (deception, sadness)?

Whether negative or positive, every emotion is useful. This chapter will help you better understand and take advantage of emotions relating to the past.

Chapter 8: Emotional Intelligence and Leadership

Emotional intelligence is the ability to understand and manage your emotions and those of others. It is at the heart of leadership and determines success. What is extraordinary is that emotional intelligence can be developed over time, which is one of the central objectives of this book!

In this chapter, you’ll discover each of the 4 components of emotional intelligence.

Chapter 9: Personal Emotional Skills of Leaders

There are many ways to use one’s emotional intelligence. The different ways are what we call emotional skills.

This chapter will introduce you to the seven personal emotional skills that I believe are the most important for dentist-leaders.

Chapter 10: Interpersonal Emotional Skills of Leaders

Chapter 10 deals with interpersonal emotional skills. These are the skills you put to use when you interact with your team members and your patients.

I explain five interpersonal skills that are particularly important for a dentist-leader. And as a bonus, you can develop these skills throughout your life!

SECTION 3 - Generate Results

Finally, what is most important for leaders are the results they achieve. The most critical stage is moving on to action. Your success as a dental clinic leader depends on your ability to shift from words to acts, and to do the same with your team and your patients. To generate the results you want, Chapter 12 teaches you how to adjust the two main action motivators.

Chapter 11: Six Challenges for the Dentist-Leader

Chapter 11 allows you to examine the six challenges many dental clinics need to face in the coming years:

  1. Communicating your vision
  2. Clarifying your rules
  3. Building and mobilizing your team
  4. Developing your ideal client base
  5. Creating prosperity
  6. Balancing success in your clinic and in your life.

A good leader chooses the battles they fight wisely. Start by clarifying what your priority issues are.

Chapter 12: Adjusting Action Motivators

Two motivators push people to act: suffering and pleasure. Suffering repels in order to distance you from something unpleasant, while pleasure attracts you to something that is pleasant. What most often stops people from acting, whether you, your patients or your team members, is a poorly adjusted set of motivators.

The last chapter will allow you to understand these two motivators and teach you how to better adjust them to get people, including yourself, to act.

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