Why #Leadership in Middle East #Business Sector is important? A Critical review on how implementing leadership in business enhance sustainability.

For decades there ways two questions are heading any discussion on Leadership subject. First what are the difference between leadership and management? And is leaders are born or made?

Other questions are how can leadership enhance business sustainability , what are the benefits of leadership theories on improving business management and how can business owners implement leadership strategy that enhance decision making within the organisations.

Those type of questions are forming the resistance power for any change in business culture. And hence it will affect business transformation to be able in competing on higher standards.

The competition between businesses are not bounded only by profit and sales but also in maintain sustainability of this elements. Today huge organisations are competing via innovation, talent management and business resources including technology.

Middle East is a targeted location that share a lot of common area’s similar to the European Union. The Middle East is formed from 22 countries that had differences in outcomes and man power, but commonly they shared history, culture, tradition, language and religion.

Still the researches that related to Middle East relations with the theories of Leadership is still poor in content and don’t feed the hunger of knowledge or don’t evaluate accurately what changes can happen by implementing leadership styles in Middle East Countries.

On the other hand a remarkable leadership styles had raised from the Middle East and the iconic example is His Highness Sheikh Mohammed bin Rashid Al Maktoum is the United Arab Emirates? Vice President and Prime Minister and Ruler of Dubai. He has lead a huge changes that position the city of Dubai among the best cities for living and conducting business in the world. Sheikh Mohammed leadership is reflecting how leaders can handle responsibilities empowered by their role.

Another example is King Abdullah Bin Al Hussain the King of Jordanian Hashemite Kingdom , he has been in power since 1999 and demonstrate a political leadership style which enable him to drive Jordan to be safe from neighbours threats specially with crisis that hit Syria and Iraq.

On the business level at Middle East it was not clear if there was rising names who had reflect a leadership style on their businesses or applied leadership strategy that has an impact on transforming their business for better position. The impact of business changes in Middle East is powered by changing management theories and not implementing leadership theories.

Candura, Von Glinow & Lowe (1999) examined leadership and Organizational outcomes in the Middle East and used United States samples as a frame of reference. Results showed that people-oriented leadership (Consideration) was related to job satisfaction and leadership effectiveness in the United States sample. In stark contrast, there was a relation between task-oriented leadership, satisfaction and leadership effectiveness in the Middle East.

The outcome is may produce due to the working regulations which are applied in certain countries in the Middle East. Other factors are immigration rules and expenses of living differences between Middle East countries.

Multinational companies in the past decades had established presence in certain cities in the Middle East like Dubai, Aqaba, Jeddah and Cairo. Which allow them to have better logistics in serving their customers in far Asian countries and use the advantages of zero tax policies like in Dubai or low rate and competitive taxation policies like in Aqaba.

Working at a multinational company at your home country is the best what a normal staff can achieve to have the opportunity to develop his profession and career especially in countries with low income wages and poor public services. This led us to ask how leadership can improve multinational companies’ performance out of those companies’ headquarters. More over how multinational companies can perform against the stress which may developed on their employee’s lifestyle from working for large corporations.

Oxenstierna et al (manuscript) have studied stress among employees in a large multinational company and found differences in stress among subordinates with regards to typical ways of dealing with problems or conflicts in the organisation. The highest levels of perceived stress, self-reported health and self-reported sick leave were reported in organisations where no conscious effort was made to solve the problems. Organisations with a democratic way of dealing with problems had the best health rates among subordinates and thereafter came organisations where leaders make the decisions in an authoritarian way. A comparison between Sweden and Germany revealed that democratic solutions were more common in Sweden and authoritarian solutions more common in Germany.

It had explained in several literature that higher rate of staff satisfaction rates will enable business organisations to achieve their goals and objectives. In Organisations that positions as staff centred care , a several ways of communications between management and staff are enabled to empower the staff rights in complain , sharing their ideas and be more engaged in organisation decisions. On the other hand organisations that don’t focus on staff engagement are facing resistance from the staff for any change , or in the best scenario a hidden resistance will be developed that will be preventing business organisation from achieving their goals and objectives. This type is the worst threat that business management can face. Management solutions may not be effective in solving such type of problems but leadership can.

Duxbury et al. (1985) found job satisfaction and burnout to be related to each other and affected in a similar way by initiation of structure and consideration leadership, though burnout was affected to a lesser degree. Blase, Dedrick, & Strathe (1986) found a moderate association between teacher satisfaction and degree of stress perceived to result from the principals’ initiation of structure and consideration behaviour. Stordeur et al. (1999) found stress to be negatively correlated with job satisfaction. Results reported by Rose (1998) indicate that Leader-Member-Exchange is positively related to job satisfaction and negatively related to burnout. In conclusion to face stress and low performance of staff which are related to unspecific reasons, a leadership strategy to motivate and enhance the shared value between staff that will promote and encourage staff engagement is required.

Any job seeker will be looking for better role and position that will grant him or her better wages, medical insurance and other extra benefits like home allowance, children education and paid maternity leave. But it was found that 70% of job seekers accept working at lower roles than their qualifications. The mentality culture play a big role in this arena where working is better than being off work. It’s not related just to be productive element in the society by also due to the community acts against any younger healthy educated person who remains without work. So they accept minor position just to start up. We named them as assistants or subordinates. But what is the relation between leadership and subordinates in Middle East.

Only a limited amount of leadership literature has discussed the impact of leadership on subordinates. An even smaller amount of studies has investigated how leadership affects the subordinates. Most studies on leadership have also been carried out in the United State US, and when conducted in Europe and other countries, the studies have to a great extent been influenced by United State US leadership models and instruments. Most leadership studies have been conducted in one country only, and no more than a couple of European cross-cultural studies on the impact of leadership dimensions on the health of employees have been found in the search conducted. The gender perspective has not been included in hardly any studies found. There is a low findings of the relation between leadership and how it effect on subordinates in the Middle East.

Some are arguing that leadership theories does not apply to all business sectors in Middle East. Mainly the healthcare sector in Middle East is the most beneficiary sector from applying leadership theories and strategies. So what is leadership and management for health care practice?

We know that effective leadership and management does not happen by chance. In health care sector the leadership practice aimed to improve health care professionals who want to develop the knowledge, skills and qualities to be an effective health care leader. Most of Leadership and management in healthcare practice studies and courses such in University of Salford, Northumbria University, University of Leeds, Tennessee Technological University and Many Other is designed to give healthcare professionals including doctors, nurses, dentists, radiologists and administrative staff the confidence to try new and creative approaches to the workplace, deal with complex leadership situations and provide effective patient and service outcomes. The studies enables them to implement quality improvements that are locally lead, patient-centred and clinically driven. Adding to the previous statement and scope they will be having the ability to transform patient and service outcomes at a local level.

Healthcare organisations had reported difficulties in achieving their goals. But organisations which apply leadership at different level of management can easily achieve the organisations objective because the staff and employees understand their organisation and become an effective leader toward achieving the objectives. The benefit of studying leadership in healthcare help the staff and their organisations with the support of learning organisation culture to explore the challenges and opportunities to influence policy that impacts on patient and service outcomes, enhancing staff knowledge, skills and qualities, develop the skills to manage change in complex and changing health care settings, develop project management skills and implement a change management project. Those benefits can’t be developed only by management studies.

It’s important to understand health care organisation concept of work as well as theories of leadership and management including governance, strategic management and stakeholder engagement. Moreover understanding yourself as a leader and improve your personal leadership knowledge, skills and qualities by having the exposure to learn about leadership and management approaches, narrative analysis, emotional intelligence and effective leadership. Develop the skills needed to lead change and make quality improvements in care services is not only bounded for the healthcare sector but it is also expanding to cover other area of business like logistics , technology , real estate , applications , research and development , aviation and trading. It’s clear that all other sectors are dealing with clients, customers, product, services and customer relations. No matter what are sector is dealing with all have the same core. Studying leadership theories and implement the learnings outcomes will place any staff, manager or CEO in a strong position to take on a leadership role and to further progress his career within the field of his organisation business. It has been reported from professionals who been studying leadership how their leadership development went hand in hand with the work-based and work- related learning that they have undertaken. The gained leadership skills have been enhanced through application of learning within their own organisation. Self-assessment of their own role as leader has revealed an enhanced level of understanding about the context of the organisation, decision-making, strategy development and implementation. Furthermore they learnt how strategic planning is undertaken within their own organisations.

“What is leadership?” and how can I be a successful leader? Those questions are raising when we hear the term of Leadership. Leadership means different things to different people around the world, and different things in different situations. For example, it could relate to community leadership, religious leadership, political leadership, and leadership of campaigning groups. According to Dwight D. Eisenhower Leadership is the art of getting someone else to do something you want done because he wants to do it? It has been agreed that to be an effective leader you shall be able to demonstrate the following:

  • Creates an inspiring vision of the future.
  • Motivates and inspires people to engage with that vision.
  • Manages delivery of the vision.
  • Coaches and builds a team, so that it is more effective at achieving the vision.

Businesses, government organisations, non-profits, and educational establishments need leaders who can effectively navigate complex, changing situations and get the work done. The questions that need to be asked at the organizational level are: who do we have, what do they need to do, and are they equipped to do it? CCL conducted a research study to determine if the existing level of and type of leadership skills are sufficient to meet organizational requirements. The study was designed to address the following questions:

  • What leadership skills and perspectives are critical for success now and in the future?
  • How strong are current leaders in these critical skills and perspectives?
  • How aligned is today’s leadership strength with what will be the most important skills and perspectives in the future?

A leadership gap or shortfall may have one of two causes: when leaders are focused on the right abilities, but haven’t sufficiently mastered them, or when leaders are not focused on the right skill areas. The first is a matter of degree; the second is a matter of material. Either can be a problem in both the short- and long-term. Organizations (and individual leaders) want to avoid a discrepancy between areas of strength and areas of need; however, the figures indicate that organizations today are experiencing a current leadership deficit and can expect a leadership gap in the future.

Seven leadership skills are the most important now and in the future, which are: leading employees, strategic planning, inspiring commitment, managing change, and resourcefulness, being a quick learner, and doing whatever it takes. Today’s leadership capacity is insufficient to meet future leadership requirements. The four most important future skills — leading people, strategic planning, inspiring commitment, and managing change — are among the weakest competencies for today’s leaders. The leadership gap, then, appears notably in high-priority, high-stakes areas.

We are reaching a critical point where we shall ask ourselves how organisations can build a strong leadership strategy. For organizations to build leadership strength, they need to identify what elements of leadership are required and valued in the organization and for what roles. Modifying or customizing an organization’s competency model may be a needed and valuable task as organizations build a leadership strategy and create development initiatives; however, the following 10 skills and perspectives have been identified and refined though research and work with leaders and organizations:

  • Balancing work priorities with personal life so that neither is neglected.
  • Being a quick learner, adaptable, decisiveness and inspiring.
  • Compassion and sensitivity by showing understanding of human needs, remaining calm during difficult times.
  • Confronting people and Doing whatever it takes– persevering under adverse conditions.
  • Employee development by coaching and encouraging employees to develop in their career.
  • Leading people, managing change and managing one career by using professional relationships, directing and motivating people.
  • Participative management by involving others (such as listening, communicating, informing) in critical initiatives.
  • Resourcefulness – working effectively with top management.
  • Respecting individuals’ differences, Self-awareness by recognizing personal limits and strengths.
  • Strategic planning– translating vision into realistic business strategies, including long-term objectives

We are looking to identify what are the criteria of successful leadership and leader? Of Seven skills were identified as most critical for success in leadership, now and in the future, which are:

  1. Leading people.
  2. Strategic planning.
  3. Managing change.
  4. Inspiring commitment.
  5. Resourcefulness.
  6. Doing whatever it takes.
  7. Being a quick learner.

Leaders who are effective in each of these areas, then, have strengths that are needed and will continue to be needed by organizations in the years to come. Those whose strengths lie primarily in the other areas will have significant learning to do to remain as relevant and effective as their peers who have demonstrated the most-desired competencies

Leadership is not hard context but at the same time and after determining what the criteria of a successful leader are, we shall be able to present the leadership skills, but is there a deficit or gap in current leadership? Before we could determine the extent to which today’s leaders are equipped for tomorrow’s challenges, we needed to measure the current strength of leadership. In other way are people were demonstrating the leadership skills that are most needed by organizations. Looking back into CCL research the results showed that leaders lack the skills they need to be effective today. The study found that for all 10 competencies, the current strength is not sufficient for effectiveness in leadership roles today. This holds true across countries, industries, and organizational levels including Middle East Countries.

Among the top five needs — inspiring commitment, strategic planning, leading people, resourcefulness, and employee development — only resourcefulness is a “top ten” skill. In other words, the majority of the competencies rated important for organizational success are not the leadership skills at which their managers perform the best. This is what calls, “the current leadership deficit.” So, even if nothing were to change in the future, today’s leaders are not as skilled as they should be to effectively manage current challenges. Bear in mind that in 2009, leaders may feel even less capable in these key ranges. The CCL study was piloted prior to the dramatic economic recession in 2008; so recent occasions likely have required even more of leaders. It might be particularly interesting to return to the financial sector for further research.

As a conclusion and a result leaders are not adequately prepared for the future. Today’s leadership capacity is insufficient to meet future leadership requirements. This finding is consistent across countries, organizations, and level in the organization including Middle East countries. The four most important future skills — leading people, strategic planning, inspiring commitment, and managing change — are among the weakest competencies for today’s leaders. The leadership gap, then, appears notably in high-priority, high-stakes areas. Other areas where there is a significant gap between the needed and existing skill levels are: employee development, balancing personal life and work, and decisiveness. These areas are flagged below as “key gaps”. Contrariwise, these data show that many leaders’ strengths are not in areas that are most important for success. Organizations report greater bench strength in areas of building and mending relationships, compassion and sensitivity, cultural adaptability, respecting individual differences, composure, and self-awareness. In organizations where this is the case, sufficient skill-level has been established in these areas and further large-scale efforts to boost these areas are unnecessary. Only four areas were considered to be “on-track,” with the current level of strength matching the level of importance: being a quick learner, resourcefulness, participative management, and doing whatever it takes.

In conversations, it’s clear that there is a requirement as never before to grow leaders in organisations who connect with others, who collaborate easily and well. Who foster dialogue and joint problem solving on the big issues that confront us in the next decades? Who break down silos, transcend organisational boundaries, who reach out to stakeholders inside and outside of their organisations, and embrace change.

In Middle East Countries like Jordan and Sudan especially Gulf Countries like United Arab Emirates, Saudi Arabia, Oman and Qatar have a workforce which is incredibly diverse. Research on leadership in Middle East region distinguished feature of leaders who already stand out from their colleagues, is that they create the compelling clarity and vision needed to bring the organisation staff that they lead together to achieve outstanding business results. As we nurture leaders for the challenges of 2030 and beyond, in the Middle East there is a particular requirement to lead diverse workgroups with different ethnic backgrounds and beliefs. And with the massive changes in age profile of populations of most countries in the region, with high percentages of the population below 25, the current leaders will need to be able to integrate the energy, hope and digital savvy of young employees with the wisdom and experience of the established workforce. They need to build bridges of understanding and co-operation between these generations. The respect of cultural traditions, should be helpful.

This result drive us to ask another question. Is leadership in Middle East is Different than elsewhere? Or in other words what is the differences between leadership criteria in Middle East than other countries and regions in the world? In ‘Lift Off’, Hay Group’s landmark study of leaders in the Middle East, they found there was a reluctance on the part of leaders in Middle East region compared with leaders elsewhere in the world, to delegate and empower. Many leaders were creating an opaque climate, and issuing directives — telling people what to do — rather than providing direction. This carried the risk of employees not wanting to step up and take responsibility in business organisations based in Middle East. We referred to this situation in two different ways one is poor staff engagement or staff resistance.

To successfully develop this combination of skills and qualities – and adopt what is, in effect, a ‘post-heroic’ leadership style –leaders in Middle East may need to abandon much of the thinking and behaviour that driven them to the top of their organisations in the first place. But if leaders want their businesses to survive and thrive over the next two decades they have no choice. Unless they dramatically change their leadership style, so their organisations will not lose out in the race for innovation, the tramp to globalisation and the combat for talent. They will be, quite simply, unsustainable. This conclusion has reached after working with Germany-based Company to identify the megatrends they believe will affect organisations and their leaders greatly over the coming decades and analysing the implications of each at a corporate, organisational, team and individual level.

Organisations will have to radically adapt their cultures, structures, systems and processes in order to survive the new world order – and managing in matrix structures, where information flows around the organisation and around the globe in a way that renders traditional hierarchies and reporting lines redundant, is one of the biggest challenges. Leaders will have to manage through influence rather than authority, which may not come easily to many. Indeed, the demands the dramatically changing business climate will have on leaders at a cognitive, emotional and behavioural level will be unprecedented. Leaders will have to be multilingual, flexible, internationally mobile and adaptable. But, most crucial of all, they must be highly collaborative and have strong conceptual and strategic thinking skills. While globalisation is unstoppable, therefore, its progress won’t be smooth. Organisations need to be aware of and sensitive to the changing political and economic sensibilities in different countries – particularly emerging and developing economies – which could reduce global interdependence and accessibility, at least in the short term. What’s more, while consumption patterns among the new middle classes are converging, the values of those in emerging nations may differ widely from those in the West.

In practical terms, this means that international companies need to adapt their global strategies for local markets – a process that will be helped by fostering local participation in decision-making, having more culturally-diverse leadership teams and encouraging more cross-country and cross-functional collaboration. They will also need to be more agile, as the best global companies operate like a flattened matrix, where information and authority flow in all directions.

The strategic thinking and cognitive skills leaders will need to navigate this new world order are unprecedented. Good implementation and execution are no longer enough – if, indeed, they ever were. Also, the task is so enormous that it is beyond the power of one single individual to accomplish, making collaboration among a range of different people essential even at the stage of conceptualising challenges. What globalisation second edition makes abundantly clear is that the days of one or two ‘heroes’ at the top of organisations dictating strategy are well and truly over. So, as well as being multilingual, flexible, internationally mobile and adaptable, and culturally sensitive, leaders will also have to be collaborative and good conceptual and contextual thinkers. Additionally, they will need the ability to lead diverse teams over which they may have no direct authority and to find new ways of engendering personal loyalty in an environment where the old loyalties between employer and employee are declining due to the distance between them. Industrial countries and cities like Saudi Arabia (King Abdullah Industrial City) , United Arab Emirates (Dubai Industrial Park (DIP) , Khalifa Industrial Zone Abu Dhabi (KIZAD) , Ras Al Khaimah Investment Authority (RAKIA)), Qatar (Qatar Petroleum) , Egypt ( 10th of Ramadan Industrial Zone) , Jordan (Aqaba Freehold Industrial Zone) and more industrial area’s in the region will suffer skills shortages and pressure on the welfare system, and migration will increase – not just from the more to the least populous countries, but also as a result of armed conflicts, disasters and environmental problems. However, the ‘brain drain’ will increasingly turn into a ‘brain cycle’ as growing numbers of migrants return home and use their new skills to accelerate local development. But talent will continue to be at a premium and retaining employees with key skills will be a challenge.

Indeed, for organisations this means that the ‘combat for talent’ will continue to rage, with effects on their innovation capability. But they have an unprecedentedly diverse pool of potential employees to draw on, and will have to work hard to attract, integrate and develop international migrants, older people, women and others with ‘caring’ responsibilities. This will mean introducing family-friendly and age-appropriate employment models, along with educational and development programs – not least those designed to transfer knowledge between different generations. A leadership strategy that encourage Talent Management is required to face this types of business challenges.

Leaders will need to understand, lead, integrate and motivate teams of increasingly diverse employees. Fostering inter-generational and inter-cultural teamwork is essential, as is finding ways to engender commitment and loyalty among people of different ages, from different cultures and with different values. Leaders will also have to adapt their organisations in order to encourage more women and other ‘minorities’ into leadership positions. Organisations and their leaders face a hard, but not impossible, challenge, as those companies already adapting or preparing to adapt to the new world order demonstrate. And, as ever, the ‘Best Companies for Leadership’ are in the vanguard of post-heroic leadership approaches. For example, the Top 20 are looking everywhere for leadership, innovation and ideas – not just up the hierarchy. They are becoming more effective by ensuring the diversity of their leaders and workforces reflects the growing diversity in their markets. And they are improving their cross-cultural leadership and collaboration accordingly. They are also more socially and environmentally responsible than their peers, and ensure their employees are able to strike a good balance between work and the rest of their lives. But even their journey has just begun. Adapting to a world being rapidly reshaped by these six megatrends is like entering uncharted territory. But organisations have to push on: there is no alternative. Old structures and leadership styles just won’t cut it any longer

The term emotional intelligence is raising as an important element of successful leadership, and it had been integrated as one of the factors that lead organisation to be better in performance and outcomes of any business or project. There is a difference between the definitions of business intelligence and does your business have an emotional intelligence? To read more about the relation between business and emotional intelligence read it on Does Your Business have Emotional Intelligence?

The United Arab Emirates is emerging as the business capital of the Middle East. In this complex, demanding environment, to what extent do the “soft skills” of emotional intelligence matter? In another word what is the importance of emotional intelligence for business sector and how emotional intelligence can enhance leadership style?

In a study of 418 leaders living in the region, there is a very strong relationship between emotional intelligence skills and performance outcomes. Scores on the SEI (Six Seconds Emotional Intelligence Assessment) predict over 58% of the variation in critical professional and personal success factors (such as effectiveness, influence, relationships, and career status). This means that if you want to get ahead in the Middle East, emotional intelligence is one of the most important capacities to develop

There are numerous studies documenting the relationship between emotional intelligence and various aspects of performance, but this is one of the first studies of this kind in the Middle East. The UAE, one of the region’s business centres, is the base for a wide range of businesses led by an incredibly diverse mix of leaders from all over the globe. This study was conducted by Six Seconds (global) and Six Seconds Middle East in partnership with Dubai Knowledge Village (DKV), the region’s first and largest centre for human resource management professionals. Focused on Human Resources, Learning, and Leadership, the 450 business partners form part of a long-term economic strategy to develop the region’s talent pool and accelerate its move into acknowledge-based economy. DKV is part of TECOM Investments, one of the major economic engines of the region

The Performance scale was developed from a questionnaire Six Seconds has used for previous research and expanded for the purposes of this study. Using a 5-point Likert scale respondents rated themselves on 42 items related to:

Effectiveness (completing the right work in the right timeframe)

Influence (engaging others in ideas)

Decision making (accurately evaluating options)

Career (growing professionally, both in skills and revenue)

Relationships (building mutually supportive alliances)

Finance (creating prosperity)

Health (maintaining physical and mental fitness)

Quality of Life (living in a fulfilling manner)

Family (developing caring and connected relations) Respondents are asked to rate their agreement with a series of statements, such as, My choices are effective , People come to me to get the job done ,I have a strong network, My career is progressing smoothly and I am financially secure

There is a very strong relationship between emotional intelligence and performance; Avery large percentage of the variation in performance is predicted by EQ, especially for entrepreneurs. This finding suggests that the skills of emotional intelligence are Critical for professional success at all levels, and even more critical for those creating new enterprises. All the aspects of performance in this study can be predicted by emotional intelligence scores, but there is a great deal of variation in the strength of that correlation. The performance factors most strongly predicted by EQ are Decision Making, Effectiveness, and Influence. These outcomes are critical to leadership, suggesting that emotional intelligence is most important in this domain. In short: It appears that leaders who develop greater emotional intelligence are more likely to succeed.

To be continued,

About the Author:

Dr.Hisham M Safadi (Hisham Safadi ) BDS & MSc Leadership and Management in Health Care Practice form the University of Salford where his Master dissertation was in the effect of Emotional Intelligence on improving Dentistry care in Middle East. He was born and raised in the Emirates of Ras Al Khaimah, United Arab Emirates. Dr.Safadi had start his professional career as a dentist then turn to the field of managing medical facilities and investment management. His main interest is business start-up, leadership and mentoring. Currently he is leading several projects in Manchester that is related to enhance patient experience and improving leadership style through education.

Twitter: @hishamsafadi

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Leadership in Dentistry Opportunities and Threats. Review 2008 by Dr.Hisham Safadi #dentistry #healthcare #leadership

There is a great need for leaders in the dental profession. As technological advances make our world smaller and our lives faster and more complex, we as a profession face challenges and opportunities that are evolving. Many of the changes in the scope and mode of practice will require new and different approaches. Meeting these challenges will require changes in how we as dental professionals do business; interact with our patients, other stakeholders, and health care providers; and educate our future colleagues. The purposeful incorporation of leadership education into dental and dental hygiene curricula represents an important departure from existing paradigms—but will help prepare our students to address these challenges.

Dental education was said to be at a crossroads fourteen years ago, and in most ways it is still. There is a shortage of dental leaders willing to challenge existing paradigms. Developing leadership skills entails many facets of life. Characteristics of a leader include, but are not limited to, being someone who is a strategic thinker; someone who comes to the table with good ideas and is willing to shoulder the burden of implementation; someone with a desire to seek the truth and a willingness to serve as a change agent; someone who serves the organization above self and is able to articulate a shared vision; someone with a willingness to address and manage challenges and conflicts in a positive manner; and someone with honesty and integrity. In dentistry, leadership would include running a practice effectively, but a willingness to serve as a change agent and participate in the broader social, political, and economic environment that affects our profession is also essential. Many areas outside of dentistry (the military, the airline industry, other parts of the corporate world, etc.) have begun to identify leadership qualities and are developing training methods to enhance them for members of their professions now, perhaps more than at any other time, there is a need for great leaders in dentistry and dental hygiene. As technological advances make our world miller and our lives faster and more complex, the oral health profession faces challenges and opportunities that are constantly evolving. Changes in the scope and mode of practice will require new and different approaches. Meeting these needs requires changes in how we do business, interact with our patients and other health care providers, and educate our future colleagues. It is certain that oral health research will produce new diagnostic and therapeutic options for our patients, while issues pertaining to public health, ways to deliver care and access information, ethical dilemmas, faculty shortages, and changing market forces will continue to affect our profession. But in these challenges there will be opportunities to break new ground to improve oral health and to improve the stature of the profession. It is here that our focus must remain.

Since the inception of the National Health Service (NHS), the dental profession in the UK has, to a large extent, been dominated by the politics of the NHS, by changing fee structures and contracts, by reports from the Review Body on Doctors’ and Dentists’ Remuneration (DDRB), and by strategies adopted by successive governments, especially during the last two decades. These strategies have resulted in cohorts of disillusioned dental practitioners reducing their commitment to, or opting out of, NHS contracts and committing themselves, to a greater or lesser extent, to private practice. It is now over three years since, for the first time, the proportion of dentistry provided under private contact in the UK, as measured by gross fees, exceeded that provided under NHS contract.

The profession has shown a remarkable lack of imagination in organising itself to provide the best kind of care for patients. Instead of being proactive and visionary, it has allowed itself to become a political football. This has led to the progressive deskilling of many practitioners, and a manifest failure to secure the long-term oral health of patients.

Leadership in the profession of dentistry begins at our educational institutions. This has always been true, and it is surely the case today. From the earliest days of students’ education, we are shaping their potential for contributions to clinical practice, research and teaching, and improvements in the health of the public. However, dental education’s collective vitality and capacity for contributions in research, education, and practice are at risk. Our system of education is requiring far too many sacrifices just to deliver basic education. It is becoming more and more difficult to make contributions in both practice and research.

The link to keep in mind is the direct connection between what is taught and what is practiced. Let us look at the three primary principles of the Macy study.

  1. Dentistry is a learned, self-regulating profession.

This principle is one of the most widely held tenets of the profession. It is predicated on specialized training that renders practitioners competent to provide services specific to our professional disciplines. Dentistry continues to stand out in a positive way compared to other self-regulating professions.

  1. Dental schools must be an integral part of a university, and a majority of dental schools must be based at research-intensive universities.

No one can deny that dentistry is in one of the most rapid periods of scientific and technological expansion, with vast implications for oral and systemic health. New findings and growing evidence place dentistry as a primary care entity, ever closer to medicine in diagnostics and clinical interventions. Molecular medicine will redefine what happens in health care.

  1. Dental schools must have adequate resources.

Finances and a growing lack of fit with the mission of the university contributed to dental school closures and continue to contribute to constrained resources and academic and programmatic isolation. Schools must not only demonstrate their value and contribution to the campus, but also to the community

Recommendations for Genera Dental Organizations

Recommendation 1: Inspire a Shared Vision

The daily challenge in health care is making a difference in the lives of others. Organizations who look into the future with thoughts and ideas of grandeur can lead others to make a difference through the realization of their own dreams through the organization’s common vision of the organization. Establish a mission, vision, and values statement. Frequently review with the dental team, realizing this document is living and constantly subject to amendments and changes from the leader and the team.

Recommendation 2: Trust

Trust is generally associated with individuals and rarely with organizations. When employees perceive trust in an organization, they invest themselves personally.

Employees become engaged and motivated when they perceive the leaders of the organization care for them personally and have their best interests at heart.

Recommendation 3: Recognition

Excellence is expected in health care professions. Recognition builds dental teams that are engaged in the process and seeking success. When challenges are present, the team becomes resilient to defeat, pulling together as a team in expectation of another victory.

 

 

 

References:

Seaman, Cynthia L., D.M., Leadership in dentistry: An empirical phenomenological study of practicing general dentists in South Central Idaho UNIVERSITY OF PHOENIX, 2008, 200 pages; 3399502 http://media.proquest.com/media/pq/classic/doc/1978204901/fmt/ai/rep/NPDF?_s=XJ%2FMs8Msd1DzOeG69KdmSUbxxl4%3D

Journal of Dental Education October 1, 2009 vol. 73 no. 10 1139-1143

http://www.jdentaled.org/content/73/10/1139.full.pdf+html

 

Holt, Vernon P, Primary Dental Care, Volume 15, Number 3, July 2008, pp. 113-119(7) Faculty of General Dental Practice (UK)http://www.ingentaconnect.com/content/fgdp/pdc/2008/00000015/00000003/art00011

Journal of Dental Education February 1, 2008 vol. 72 no. 2 suppl 10-13 http://www.jdentaled.org/content/72/2_suppl/10.short

12 successful elements for Business Startups Leadership I #startups #business #leadership

By Asking  which traits they believe–above all others–define great start-up leaders. After all, passion is one thing–but what actually makes a good leader great? Their best answers are below.


1. Flexibility

“No plan survives contact with the enemy.” This variation on German Field Marshall Helmuth von Moltke’s original quote could not be more true. Leaders of start-ups need to be flexible and be able to alter (or even throw out) plans as their business rolls forward. And they need to be able to do it without getting angry, stressed, or insulted. Emotions like that from a leader crush company morale. –Matt Peters, Pandemic Labs

2. Humility

Whenever the company fails, it should also be the leader’s fault. Whenever the company succeeds, it should also be the employees’ fault. Your employees are not a vehicle to fund your ego. If you run a company, your employees are now your customers–and your top priority should be to serve their needs, not your own. –Liam Martin, Staff.com


3. Focus

As a leader it’s easy to get off track with your investment, your time, and your energy. You want to go to every event, every speech, and every dinner. Focus is what really matters. You need to put time and energy into activities that are the most effective for your business and its success. Have a litmus test for what those are and only accept invites and spend time on what passes that test. –Susan Strayer LaMotte, exaqueo

4. Decisiveness

The most successful start-up leaders recognize they do not have time to get all of the facts for the dozens of decisions they make each day. Instead, they just need to gather enough information to make sound decisions so the company can move forward. Some of those decisions will be wrong, but it is better to learn from those mistakes and try again than to be immobilized by indecisiveness. –Doug Bend, Bend Law Group

5. Stick-to-it-ness

Starting a new company of any kind isn’t easy. If you look at any entrepreneur, you’ll see a willingness to work through the hard times, but among the greats, it goes beyond that. Seriously impressive entrepreneurs are willing to put in the sweat, even if others can’t grasp the vision. They work through the different bits of a knot, rather than trying to rush through and cut it apart. –Thursday Bram, Hyper Modern Consulting

6. Vision

Vision is the most important trait of a start-up leader. The ultimate test, though, is instilling the dream: encouraging the people around you to believe in your vision and quest. A consistent message and constantly renewed energy will help others to live your passion. –Russell Kommer, ExcelHelp.com
 


7. Paranoid Confidence

Every start-up leader is different, so no single characteristic is the defining trait for everyone. But, that said, I believe the best entrepreneurs develop a healthy balance of paranoia and confidence. They’re vigilant and realistic while, at the same time, never lacking the the gumption to believe their vision is right.–Derek Flanzraich, Greatist
 

8. Ownership

Great leaders, in any industry, will not let circumstances control their pursuit for making an impact. These leaders see themselves as arbiters of their success and regard external pressures as within their control. When something sets them back, great leaders persevere and take ownership of that circumstance. –John Harthorne, MassChallenge
 

9. Positivity

A positive mindset defines a great leader. If you don’t buy into a bulletproof mindset of positivity, you won’t make it as an entrepreneur. Business is constantly filled with ups and downs; if the captain of the ship is always positive, he will influence others to feel the same. –Aaron Pitman, API Domain Investments
  

10. Salesmanship

The ability to network and sell. Great start-up leaders are always selling. They are selling their employees to work for them, selling investors to invest in them, selling partners to partner with them, selling customers to buy their product. The greatest leaders all know how to sell and network. Tip: Read “How to Win Friends and Influence People.” –Peter Nguyen, Literati Institute

11. Self-Awareness

The best leaders have an acute sense of self-awareness; they know their strengths, and more importantly, their weaknesses. A great start-up leader is confident enough to be honest about areas for growth. Knowing areas you need the most assistance with allows you to identify the right people to join your team, as well as the best potential strategic partners for your business. Charles Bogoian, Kenai Sports

12. The Ability to Listen

Listening is completely underrated in most business environments. In our hyper-competitive world, the person who speaks first–and loudest–is most often heard. But soliciting feedback and internalizing what you hear will always make you a better leader. Your employees will appreciate that you care about their POV and you’ll gain trusted partners for the road ahead. -Brendan Mangus, Habidy

How Social Media can Enhance Business Sustainability ? | #socialmedia #sustainability #business

  



The path of business sustainability is a journey.  And what makes up a journey?  Experiences.  So too are the experiences shared by your guest at hotel destinations.  How well do your guests understand your sustainability initiatives?  Do they know what CSR means to your hotel?

High level sustainability concepts are universal and easier to understand.  However, what is compelling is the expression of how an individual or a company embraces those sustainability concepts to deliver results.  We’re all captivated by the unique sustainability experiences but equally important is its delivery and expression.  But most still find CSR and sustainability to be elusive.

Part of the challenge is the definition of sustainability and CSR.  When you think of ‘sustainability’ what comes up for you?  It is so big and broad in scope that it is difficult to grasp?  Or, is any one definition of it too small or limiting?  Now, imagine how equally confusing this might be to a hotel guest?  In general, there is confusion over exactly what is meant by ‘corporate social responsibility’ or ‘sustainability’.  CSR and sustainability encompasses environmental sustainability, but it also includes such concerns as employee relations, waste management, community relations, water management, and diversity issues.  Many topics of which are of interest to stakeholders determining their next vacation spot.

Social media marketing has proven to be an innovative and effective way to address two of the biggest hurdles around sustainability: defining what it is and providing the means and channels for sharing sustainability experiences.

There are a multitude of benefits to communicating your hotel’s definition of CSR and sustainability.  Articulating a more precise definition of CSR and sustainability transforms the conversation beyond a general ‘green’ mindset and opens a doorway for elevated stakeholder engagement around topics that are of keen interest, as in waste management, energy efficiency, and responsible care of pristine destinations.

Furthermore, social media, although a relatively recent phenomenon, is becoming an essential tool for value creation in sustainable business, and within all businesses, an increasingly important part of any marketing and client base development platform. The perception of social media marketing has shifted quickly—no longer viewed as a trendy or passing fad, having a flexible and well-managed presence has become a must for any business seeking to secure a place in both the traditional and digital marketplace. What could once be accomplished by a traditional website now needs to be supplemented by a robust and responsive utilization of the tools social media engagement offers.

Navigating this strange, new world can be quite confusing at first. With new tools and strategies changing the way the business world communicates and exchanges information, social media is becoming the transparent, engaging, competitive advantage that business sustainability delivers.

For starters, the use of social media collaboration technologies can help organizations break down silos and facilitate knowledge sharing across business units, corporate functions and stakeholders. Social media provides individuals, communities, businesses, and non-government organizations the ability to connect with business in meaningful discussion from anywhere in the world in real time – and around CSR topics of interest.   As a result, many businesses have already realized value by incorporating social media into traditional business processes including marketing, sales, PR, customer support, and product development.


Rasalkhaimah, ras, al, khaimah, dubai, university, salford, manchester, @hishamsafadi, hisham, safadi, European, medical, center, business, entrepreneur, startup, economy, money, motivation, education, Leadership,  Transactional,  analysis, emotional, intelligence, organisations,  development,  innovative, technology,  care, health, investor, investment, production, shark, tank, sharktank, USA, UK, London, group, european, canada, india, china, japan, KSA, projectmanagement, datascience, bigdata, IOT, internetofthings, cloud


http://www.greenhotelier.org/our-themes/community-communication-engagement/how-social-media-is-driving-sustainability-communications/

How Big Data can Limit Business Fraud ? | #bigdata #business #technology #USA #India #Europe 

  



80% of Indian respondents support the potential of emerging technologies such as Big Data to strengthen the compliance and anti-fraud efforts of organisations, states EY’s 2014 global forensic data analytics survey, Big risks require big data thinking. However, according to the report, there is a low adoption and awareness around deploying the right tools which manage fraud and bribery risks, only 3% of the respondents surveyed were aware of them. It also states that regulatory compliance with respect to global anti-corruption laws, recent enforcement trends and increased focus on data privacy are the key factors fueling the design and use of forensic data analytics (FDA) among Indian organisations.

The survey showcases the opinions and views of senior Indian executives across functions such as internal audit, finance, compliance, legal and others, about their use of FDA in anti-fraud and anti-bribery compliance programs. Challenges related to bribery and corruption, asset misappropriation and capital projects emerge as a mutual adversary across the board, and a majority of respondents express concerns related to such risks, which stand higher than the global average. In line with this, organisations have aligned their FDA efforts to address key areas related to these risks. 80% of respondents agree to using FDA to investigate risks around bribery and corruption, while 83% deploy it during asset misappropriation. However, the perils of the current business environment continue to increase in magnitude and complexity. Therefore 65% of senior executives surveyed also agree that they need to do more to improve their anti-fraud and anti-bribery procedures, including the use of FDA.

Arpinder Singh, Partner and National Leader – Fraud Investigation and Dispute Services, EY India says, “Today, organisations are cognisant of the issues around fraud and corruption in India, and how they are evolving and becoming more complex with changing technology. The results of our survey echo a similar sentiment, with 65% of the respondents voicing the need to enhance their existing anti-bribery and anti-corruption procedures. While many have undertaken several steps, implemented good governance policies and proactive security measures to minimise such hazards, corporate India still has a long way to go before it can shift from a compliant to a complacent role.”

David Stulb, EY’s Global Leader of Fraud Investigation & Dispute Services (FIDS), says: “With regulators and law enforcement agencies intensifying their cross-border cooperation, resulting in significant corporate fines and jail sentences for executives, boards should encourage management to leverage forensic data analytics in their ongoing compliance efforts.”

Harnessing the power of FDA to battle fraud

Managing a holistic anti-bribery and anti-corruption framework is paramount to alleviate any immediate or impending risks in global companies, and FDA plays a key role in solidifying that framework. Rightly so, an overwhelming majority, 98% of Indian respondents say that using FDA is a significant factor which improves the efficacy of the risk assessment process. Another major advantage highlighted by 95% of the Indian respondents is the ability to detect a potential misconduct which couldn’t be detected before. FDA is also a key catalyst in improving fraud risk decision making as stated by 85% of the respondents, because of its capabilities to offer a better comparison of data. According to the survey, 93% of the respondents consider people in Internal audit and Corporate executive management as the primary beneficiaries of FDA. It is also advantageous to those in director, compliance and investigation roles.

Mukul Shrivastava, Partner – Fraud Investigation and Dispute Services, EY India says, “Changes in the Indian regulatory landscape, rapid digitisation and rising cases of cybercrime and data theft has increased today’s business risks by manifold. In line with this, the deployment of cutting edge, disruptive technology solutions and advanced forensic data analytics will be instrumental in safeguarding organisations from the detrimental effects fraud and corruption.”

Anil Kona, Partner – Fraud Investigation and Dispute Services, EY India says, “The ever expanding volume of data across disparate systems is a reality as well as a challenge for companies across all industries. Managing this data deluge and mining key elements of evidence from it during a possible fraud investigation or litigation scenario will be essential in addressing the financial and reputational risks faced by companies. The deployment of FDA will also be a huge contributing factor in building the foundation for a robust anti-fraud mechanism with continuous monitoring that enables easy adaptability and responsiveness to changing regulations”

Roadblocks hinder turning data into information

The results of survey reflect optimism around the deployment of FDA across multiple sectors. However, a majority of organisations typically analyse an insufficient portion of data volume in comparison to the size of their corporate revenues. This means that many companies may overlook critical fraud prevention and detection opportunities by not mining larger datasets. Hence, 82% of India respondents over US$1 billion in revenues report working with data sizes less than or equal to 1 million records and only 4% indicate working with data sets over 1 million records.

The survey also states that 25% of respondents have identified getting the right tools and expertise for FDA as the biggest challenge. While the leadership team should ideally explore FDA as part of their boardroom agendas, 18% of respondents maintain that they still need to increase management’s awareness about the benefits accrued. 13% of respondents also remark that the global nature of organisations augments the difficulty in adapting FDA to comply with different regulations across markets. 

Bigger data, deeper insights

Traditional spreadsheet and database applications can struggle with the increasing volumes, velocities and varieties of data generated by global companies. Advanced FDA technologies including statistical tools that incorporate predictive modeling, anomaly detection and risk-scoring algorithms, can mine such big data to detect possible fraudulent transactions in real, or near-real, time. The effective use of natural language processing, or text-mining, combined with data visualisation, can handle a wide variety of sources, including both structured and unstructured data, to improve overall detection, reduce risk and increase return on the investment in FDA. So it’s no surprise that Indian respondents expect an uptick in the organisation’s spending on FDA over the next three years – almost 35% state a significant increase in the annual spend.

Can Social Media Enhance Transparency in Business Leadership | #socialmedia #business #leadership


  


By the time “trends” get mentioned in new year forecast blog posts, they can be a little more “old” than “news.” Though forward motion is always worth celebrating, change usually happens more slowly. Take, for example, the call for more transparency in business leadership. While today’s startups are more likely to intentionally bake this into their corporate DNA, 100+ year old companies have a lot more embedded business culture to counter.

Still, no matter the corporation’s size or long-established “ways,” the imperative of transparency really is, to be festive about it, “nipping at their toes.” Governing bodies now require regular reporting on natural resource use, and accounting and legal issues, to name a few. And, the general public could well have interest in much more. The unique opportunity I see heading into 2015 is this: developing more social media-engaged leaders to embody that transparency.

Transparency As The Rule

“The currency of leadership is transparency,” as a recent piece in The Economist quoting Starbucks’ Howard Schultz reminded us. And, it is true. Companies can choose how to use that currency for themselves.

But, at this point, there really is no choice about whether to be transparent. Anyone with access to social media can see what is going on in most corporations (good and bad). So, companies have to be ready. While some will choose the proactive and authentic approach, using business missteps as lessons to be shared — and learned from — along the way. Other companies, with a more embedded and opaque culture might continue with a “wait and see” reactive approach, hoping against hope that their various transgressions will go unnoticed.

Either proactive or reactive can be a short term solution, but only bold, intentional transparency will succeed over the long term. If a company honestly pursues solutions and engages with stakeholders toward moving sustainability and social responsibility forward, for example, it will create a deep, trust-building foundation. Relying mainly on transparency constructs like the well-worded press release, splashy marketing campaign or grand philanthropic gesture, however, won’t produce enough substance to survive scrutiny.

Executive Leadership As The Key

While today’s business and consumer markets have both become a lot savvier in, and suspicious of, the usual marketing and cause efforts, leaders who are comfortable in the public eye and can build person-to-person trust are 2015’s “secret weapon.” Getting out from behind that Wizard of Oz corporate curtain and communicating in human-scale is what matters.

Especially in the business-to-business (B2B) realm, the authentic accessibility of leaders is worth the time and effort. The idea is that, by making sure a business leader is comfortable using social media, any interested party — whether employee, investor, vendor or general public member — should be able to develop a better “sense” of what that person stands for, what they are passionate about and how that reflects his or her corporate affiliation. Whatever methods are used (speaking gigs, writing, or social media engagement, for example), the proactive efforts to develop some online archive of content or personal digital profile contributes to that foundation of trust. And that, either separately or in combination with more traditional marketing and communications efforts, can have major impact.

Social Media As The Tool

Speaking of being proactive, social media might be the most effective — albeit still surprisingly under-used — tool of them all. To be clear: I am not referring to the business-to-consumer (B2C), brand marketing type of social media, but to the type of intimate social media engagement that connects humans to each other.

In business leadership, the more truly “known” individual leaders can become, the more their social media conversations will help elevate and amplify industry developments, cross-sector thinking and global change. Using social media, leaders can more fluidly share what their companies are up to, more easily form new collaborations and more productively engage with the communities, employees, vendors and investors. It’s about building social capital before there becomes reason to need it.

Transparency Won’t Wait Until 2016

Not surprisingly, companies continue to hedge their bets about the professional social media practices of their leaders, and that gets them no closer to its transparency-enhancing possibilities. Press releases, web site copy, conference presentations and any other such content or marketing collateral – in and of itself – are no match for being in what feels like “personal” touch with the individual leaders. Two who are known for doing that well via Twitter already are Apple’s Angela Ahrendts and Tangerine Bank CEO, Peter Aceto.

By the end of 2014, even boards of directors had started to understand the importance of CEO social media savvy, as Ted Coine and Mark Babbitt wrote in their December 4, 2014, Harvard Business Review piece:

Five years ago, when boards were searching for a leader, social media competency wasn’t even on the radar. Now, according to the board members and CEOs we interviewed for our book, a strong social presence is often high on the list of factors they consider when vetting CEO candidates.

For those professionals who do dive into social media, learning this new relationship building and thought leadership tool can become a very personally rewarding practice too. But, there is no carefully choreographed communications team-managed way to get up to speed. It takes individual interest and commitment to truly do its transparency power justice.

The socially savvy leaders I’ve known and/or coached over the past few years have taken social media on for their own professional development, with no major agenda otherwise. (But, it has only helped make the jobs of their company’s marketing and communications teams easier). Through their experiences, these women and men have observed things like the following:

  • They can’t believe how fun and rewarding it is.
  • It has helped them discover information they’d otherwise have missed.
  • They now look forward to conferences and public appearance obligations, because that’s where their social media relationships tend to become real life business friendships.
  • They are surprised by how quickly they’ve realized social media’s benefits, but they are also surprised by how few of their competitive peers have joined in.

Leading with transparency involves a feedback loop, where what comes into the exchange is as important as what goes out. The insights discovered or connections made one-to-one feed the corporate reports or formal information shared, and vice versa. Business leaders who brave social media participation as their authentic selves make the best conduits for such interaction. And, THEY are the ones who will make the biggest difference for corporate transparency in 2015.

http://m.huffpost.com/us/entry/6407498

Rasalkhaimah, ras, al, khaimah, dubai, university, salford, manchester, @hishamsafadi, hisham, safadi, European, medical, center, business, entrepreneur, startup, economy, money, motivation, education, Leadership,  Transactional,  analysis, emotional, intelligence, organisations,  development,  innovative, technology,  care, health, investor, investment, production, shark, tank, sharktank, USA, UK, London, group, european, canada, india, china, japan, KSA, projectmanagement, datascience, bigdata, IOT, internetofthings, cloud

How Big Data can Enhance Education Outcomes ? I #bigdata #education #teachers #datasciense

Education is increasingly occurring online or in educational software, resulting in an explosion of data that can be used to improve educational effectiveness and support basic research on learning. In this course, you will learn how and when to use key methods for educational data mining and learning analytics on this data.

The emerging research communities in educational data mining and
learning analytics are developing methods for mining and modeling the increasing amounts of fine-grained data becoming available about
learners.

Efforts to harness big data analytics within the education sector isn’t new; that’s been going on for years. Look at Gooru or eSpark — there’s even a Big Data in Education course you can sign up for today.

This is powerful stuff and could provide a huge boost to student attainment.

EU leaders underlined the importance of big data for Europe’s economy at their October 2013 summit. Less attention has been paid to date to the crucial question of how big data can help to deliver an education system that enables Europe to realise the full potential of its most valuable and precious resource – its people.

The internet has already had a profound impact on the way students acquire information and carry out research. Attention is now turning to the potential of big data to help radically transform the European educational landscape. It could, for example, provide educators with crucial information about individual students’ abilities and approaches to learning, enabling them to monitor progress more accurately so that courses can be designed to meet specific needs.

In addition, big data could help teachers to assess the effectiveness of different learning tools and techniques, to develop ‘smart’, interactive learning materials that also make education more fun.

Finally, it could provide researchers in universities with new tools to understand a changing world and new ways to share their findings with others, to maximise the impact and efficiency of their research.

Big data makes all this possible: used wisely, it can unlock the door to a more personalised learning experience which will motivate young people to study and better equip them for life beyond the classroom, helping to ensure Europe has a workforce with the skills required to succeed in today’s highly competitive globalised economy.

Key priorities include motivating educators and policy-makers to use big data to transform learning for the benefit of individuals and society as a whole; addressing concerns about privacy and security to reassure the public that personal data will not be misused; providing teachers, students and researchers with the training required to gain the full benefit of big data; and encouraging the collaboration and partnership required to capitalise on the big data revolution.

Rasalkhaimah, ras, al, khaimah, dubai, university, salford, manchester, @hishamsafadi, hisham, safadi, European, medical, center, business, entrepreneur, startup, economy, money, motivation, education, Leadership,  Transactional,  analysis, emotional, intelligence, organisations,  development,  innovative, technology,  care, health, investor, investment, production, shark, tank, sharktank, USA, UK, London, group, european, canada, india, china, japan, KSA, projectmanagement, datascience, bigdata, IOT, internetofthings, cloud