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.





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



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


Why shall Healthcare Providers care about Patients Payments and Finance? #patients #healthcare #fund #finance

Any patient can pay at any point in the revenue cycle process (before, during or after an encounter) via any payment type (check, e-check, credit/debit card, online bill pay, payment plan) through any payment outlet (point of service, web, phone, mail, payment plan, kiosk)

Healthcare provider organizations have had a very challenging few years where systems and transaction processing capabilities are finally catching up to the market need to interact with patients in a more direct
collections relationship. Healthcare providers, however, are not providing the level or the sophistication of payments services that consumers expect. Given the challenges healthcare faces that are unique to the
market, and the novelty of providing retail-like payment processing capabilities, it’s not surprising that this is a main focal area for the revenue cycle and financial departments in almost every healthcare
provider organization. Most need updated systems that can enable significant process improvements as well as integrate patient payments into workflow. In the last few years, financial accountability for healthcare payments has largely shifted to consumers.

The Rise of High Deductible Health Plans
As employers look for new ways to handle rising healthcare costs, High Deductible Health Plans (HDHPs), which shift financial accountability to consumers, have matured in the last few years. The U.S. market has
experienced a ten-fold increase in the past seven years in the number of covered lives under HDHPs — to more than 11.4 million people and growing (as of June 2011).
According to America’s Health Insurance Plans (AHIP), the growth in HDHPs is a major contributor to current expectations that out-of-pocket payments for insured patients are expected to grow from $250 billion in 2009 to $420 billion by 2015, a 68 percent increase in five years.

Effects on Patients and Providers
As patient accountability increases under HDHPs, patient medical liability grows as well. Medical liabilities for self-pay patients — those without insurance who pay for services from their own pockets — are now
growing at 19 percent per year.
In stark contrast, for insured patients, McKinsey has estimated that the rate of bad debt is increasing at well over 30 percent each year in some hospitals. Consumers now pay more in healthcare costs than employers, and that consumer bad debt for medical expenses were $65 billion in 2010

Gaps in Healthcare Payments Efficiency
The current systems infrastructure in most provider organizations is not designed to provide the necessary level of detailed, accurate and timely payment processing service to patients. Hospitals and clinics often have manual processes for verifying eligibility, requesting payment, collecting and posting payments and managing exceptions.
Where electronic transaction processing does exist, they often are not integrated into systems and require manual workarounds.

• Patient responsibility is increasing dramatically
• Patients will pay
• Provider organizations have numerous challenges to address patient payment process optimization

Edited By : Dr.Hisham Safadi @hishamsafadi

Published at http://www.leaderhow.com



How to Say Thanks for Your Business ?| #business #startup #socialmedia #bigdata #USA #Europe


Client appreciation is key to deepening relationships

By Leah Golob | Friday March 27, 2015

The more value you bring to a client relationship, the more your client is tied to you, and the more you can deepen that relationship, says Shauna Trainor, marketing manager with the Covenant Group in Toronto.

Your goal is to be the person your client turns to more and more,  Trainor says, even if your response is simply to connect the client with another professional.

By engaging with clients outside of the office — and showing gestures of goodwill —you can show that you are  invested in your clients’ well-being, eager to strengthen the relationship, and willing to go the extra mile.  Client appreciation events are an excellent way to enhance client engagement.

Here are four ways to demonstrate client appreciation:

1. Hold community events
Volunteerism is an increasingly important aspect of many clients’ lives, Trainor says.  Your involvement in charitable events shows that you are an active member of the broader community.

Trainor suggests sponsoring a volunteer day for a charity such as Habitat for Humanity, which uses volunteer labour to help build homes for the needy. This type of activity would give clients the opportunity to donate their time and efforts at no personal cost. Other options include promoting and sponsoring involvement in fundraising events such as a charity fun run in support of a local hospital.

2. Celebrate milestones
Trainor has some clients who celebrate a top client’s birthday by asking the client’s spouse to invite a few close friends to join them for a birthday lunch — with the financial advisor footing the bill. This special occasion has the added benefit of allowing the advisor to meet the client’s friends.

Not all gestures need to break the bank. Younger advisors with a tighter budget can make an impact on a client’s entire family by sending over a birthday cake for one of the client’s children. Trainor suggests giving the family notice in advance.

3. Create intimate interactions
Show appreciation on a smaller scale by taking clients out for coffee, lunch or a round of golf. Some advisors are getting creative, finding unconventional activities that fit within their clients’ active and busy lives.

For example, Trainor knows an advisor who invites his clients to group fitness sessions, such as a spin class, followed by refreshments at the juice bar.

4. Conduct a client-engagement survey
“It’s really important to get in touch with the interests of your clients,” Trainor says. In your client questionnaires, Trainor says, be sure to ask about the client’s personal interests. Include categories such as health and fitness, nature, arts and sports. Also, take the opportunity to ask your clients how you can add value through future events and engagements.

“What you’re actively trying to do,” Trainor says, “is build a community with your clients.”

This is the first part in a three-part series on client appreciation

Next: Planning a client-appreciation event.

How to Boost your Business using Pinterest? | #Pinterest #socialmedia #business #growthhacking

By Leah Golob | Monday April 6, 2015

Many financial advisors regard social media exclusively as a marketing tool, says Geoff Evans, founder of the Social Media Coach in London, Ont.

But in fact, Evans says, social media is a tool that can be used at all points in the client-relationship cycle. It’s what Evans describes as the “three Cs of social media”: connecting, converting and continuing the relationship.

While many advisors use LinkedIn and some use Facebook and Twitter, Pinterestis often overlooked. Pinterest functions as a digital scrapbook on which users upload, save, sort and manage images. You can use your own pictures, or link to images you find on the web.

These images, called “pins,” are posted on “pin boards,” which usually follow themes. Pinterest is an effective tool that can potentially play a role in your client communications.

Here are three ways to use Pinterest in your practice:

1. Tell your story
A key component to closing a sale is building credibility and rapport, Evans says. Pinterest is one way to showcase your personal story and connect with clients on a deeper level.

Highlighting your role in the community, sharing issues you’re passionate about and relating how you spend your personal time are all methods of building trust with clients and prospects. You can use Pinterest to help you demonstrate your interests by posting pictures that show you or your team participating in community activities and hobbies.

2. Post “napkin concepts”
Many advisors are inclined to pull out a napkin while in a restaurant and draw a diagram to explain a concept to a client, according to Evans. “Advisors are the king of ‘napkin concepts’,” he says.

While you would not use Pinterest to promote the sale of products, you can use this platform to describe financial and lifestyle concepts in a visual way, either by drawing the idea yourself or by posting professional images.

As an example, Evans suggests, you might explain permanent insurance by showing the growth of cash value in a policy over time by posting an infographic.

“Advisors don’t necessarily have a vehicle online to share concepts in a compelling way,” Evans says. “Pinterest can be that vehicle.”

3. Use images to inspire discussions
You can use images to illustrate financial planning goals. Encourage discussion about retirement planning, for example, by creating pin boards depicting various retirement activities, such as travel, golf and spending time with family members.

Clients can browse your boards online for inspiration either before or during client meetings, to help them get ideas in determining their retirement goals.

“Get [clients] to connect emotionally to the idea of retiring,” Evans says.

“It’s not about being on every platform,” Evans adds. “It’s figuring out how much time you have, and which aspect of your business you’re trying to affect the most.”

The Day When Social Media Did A Change in my life l #socialmedia #growthhacking #SEO #Bigdata


It is true that in one point you feel Confidence and re-believe in your salf because you start to use Social media where people you don’t know share your idea On Facebook or retweet one of Your tweets or rebloge your article

Most of Us had face a time where people facing you ignore your thoughts or ideas Or even not listening to You

Looking for Social Media as a tool of marketing and business links is not the principle and Core of Social media it was done for Connecting people with each other

Facebook was a platform for Connecting University Students but before Facebook There was ICQ ‘ Paltalk and MySpace

linkedin goal was to Connect professionals together and not a recruting website ‘ before linkedin doe’s any one remember xing

Twitter was created to share small massages between followers and not a news source

Because of Big data and Technology Development Social media had been modified from it’s original purpose and spreading wider

Social media platforms are trying to give you all service in One place

Think about it
for your personal needs you have the ability to post share photo’s share videos and add Friends and Family members
for Your business you can do marketing Campain and getting feedbacks

But Social Media makes you feel that you are valuable to others because they engaged with your posts or Comments.

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

Can Social Media Enhance Personal Security?| #socialmedia #security #growthhacking #USA #Europe

“More Generation Y workers globally said they feel more comfortable sharing personal information with retail sites than with their own employers’ IT departments,” says Cisco.

This attitude is at odds with business concerns about the disclosure of commercially sensitive information through social media to potentially hundreds of millions of Twitter and Facebook users.

In Europe, concerns about privacy linked to security are particularly acute, as evidenced by proposals for a new cyber security directive that link privacy and security.

The proposals aim to impose EU-wide reporting requirements on companies that run large databases, including social networking firms.

Although the final wording of the directive remains to be seen, the proposals are a good indication of just how seriously European authorities view data breaches.

But not only is social networking a threat to a company’s security because of what employees might disclose, but also because social networking sites are a prime target for cyber criminals.

The ability of individuals to share information with an audience of millions is at the heart of the particular challenge that social media presents to businesses. In addition to giving anyone the power to disseminate commercially sensitive information, social media also gives the same power to spread false information, which can be just as damaging.

The rapid spread of false information through social media is among the emerging risks identified by the World Economic Forum in its Global Risks 2013report.

The report’s authors draw the analogy of shouting “Fire” in a crowded cinema. Within minutes, people can be trampled to death before a correction can be made to the message.

The unprecedented reach of social media is something companies cannot afford to ignore because of the positive and negative effect it can have on the business.

Its power must therefore be recognised and managed. In the UK, BT is one firm that has done just this. Its customer service team runs a sophisticated social media operation across the most popular services.

The strategy is helping BT improve its reputation for customer service, and producing a clear return on investment for the business, according to Warren Buckley, managing director for customer services at the telco.

Like BT, investment bank Investec has technology in place to measure sentiment on the internet by picking up any mentions of the bank in social media, mainly for marketing purposes.

However, it forms part of the bank’s strategy to reduce the risk of social media becoming an insider threatto information security.

The other technology piece is a granular firewall to limit social media activities based on the user’s role in the organisation.

Manage social media with policies and technology

The most important part of Investec’s social media security strategy is awareness of its policies designed to ensure regulatory compliance and to prevent commercially sensitive information leaking.

The bank’s social media policycomprises just 10 bullet points that make it clear to staff what their obligations are every time they publish something online.

“There is no way organisations can hold back the flow of social media, so it is better to put policies and technologies in place to manage it,” says David Cripps, information security officer at Investec.


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

What are the Leaders Emotions ? By HBR | #leadership #business #emotions #USA #Europe


It only took me about three seconds to decide what to wear on the first day in my new gig as strategy director at Genuine Interactive, a digital marketing agency (jeans and a wrinkled linen shirt, duh). Deciding what books to take was a bit trickier.

In the end, I decided to bring only one: The Power of Nice: How to Conquer the Business World with Kindness by Linda Kaplan Thaler and Robin Koval. Sure, the niceness principles in Chapter 1 are great, but what’s most intriguing about the book — especially for a strategy leader — is Chapter 8: Shut Up and Listen.

As strategists (and colleagues, and partners, and friends, and family members) we are often so eager to share what we think are dazzling insights that we cut things short and miss what’s important about a given interaction or relationship.

In a world filled with agencies, most of which offer the same services at roughly the same prices, the ultimate difference between success and failure is whether people want to work with your teams or not. It’s the same on the inside. Tara Back, my former boss and the new head of the event and experience lab at Google, used to say that success in an agency is when everyone wants you as part of their team.

In giving advice to customer experience professionals choosing an agency, Forrester Research advises: “Always consider how well the agency will be able to deliver a painful but necessary piece of advice or how comfortable it will be to work with the agency when something doesn’t go quite to plan.” And that’s where nice comes in. Everyone’s nice when things are going their way, but how nice are you when you find yourself in a tough situation?

In my experience, tough and nice don’t have to be incompatible. The most successful strategists are tough and intensely curious: tabloid reporters without the mean streak. The five goals listed in Chapter 8 are guides worth keeping in mind as my new team and I set strategy and I lead a new team:

Let the other guy (gal) be smarter.The person who desperately tries to be the smartest person in the room inevitably comes off as the least. During one pitch in which I was involved, the client told a strategist he reminded him of Cliff Clavin, the know-it-all postman from the TV show Cheers. (We didn’t win.) I know this is a tough balance — especially for young people starting out who want to show their smarts. But that’s where a little guidance from good mentors comes in.

Keep it simple. Life is complicated enough. Clients and colleagues expect us to be expert enough to keep things simple and easy to follow. It’s a constant struggle to focus more on the story you’re trying to tell than on the slides. But by reminding myself and my team that we’re sitting down with a client to have a nice conversation, we might be able to avoid coming across as the type of people who overly complicate things or act in a way that’s self-important.

Ask don’t tell. Even if you think you know the answer already, it’s worthwhile to ask someone to articulate it for you. You may be pleasantly surprised by what you hear. In my experience, this has the added benefit of conveying respect for work that has already been done and for the people who have done it.

Don’t argue so much. Really. Don’t. Everyone has a style and way of going about understanding and contributing to a project. But in my experience, if you slip from being challenging to being argumentative, your chances of getting chosen for a project or a team go down dramatically.

Everyone is worth a listen. Don’t confuse this with the idea that everyone deserves a medal; some ideas are better than others (enough said). But pretty much all are worth a bit of a listen before moving on.

I have plenty of company in my views: Everyone from Richard Branson to Barrie Bergman has claimed that being nice is in no way incompatible with being successful in business. Need proof? For this, you can turn to another new book, Return on Character: The Real Reason Leaders and Their Companies Win, that just came out and is featured in this month’s Harvard Business Review. It’s based on a seven-year study of 84 CEOS and 8,000 of their employees. Basically, leaders who display integrity, compassion, the ability to forgive and forget, and accountability — who are what most of us would consider nice — deliver five times the return on assets of their counterparts who never or rarely display those traits.

So as I tackle my new job, I’ll be keeping these two things in mind: you can build character if you make it a priority, and nice guys do finish first.

By Harverd Business Review