If you have already registered, we look forward to seeing you at the Leadership General Session on Thursday, July 17.
Not yet registered? No problem – we’re happy to register you on-site!
See you soon!
The ADA is seeking applicants for its Institute for Diversity in Leadership — the deadline is April 30, 2014.
Established in 2003 by the ADA, the Institute is designed to enhance the leadership skills of dentists who belong to racial, ethnic and/or gender backgrounds that have been traditionally underrepresented in leadership roles.
As a participant in this tuition-free program, you’ll have opportunities to:
To be considered as a candidate for the next Institute class comprised of twelve U.S. dentists you must apply by April 30, 2014. Class members will convene for three sessions held at ADA Headquarters in Chicago on the following dates:
You’ll be reimbursed for travel expenses related to attending three sessions held at ADA Headquarters in Chicago and receive a stipend to help offset any costs related to your leadership project.
Lead by faculty from Northwestern University, Kellogg School of Management, over the course of the year you’ll develop and execute a personal leadership project to address an issue or challenge in your community, organization or the profession.
In addition, you’ll have opportunities to network with ADA leaders, as well as leaders from the program’s corporate sponsors and non-profit organizations, faculty, program alumni and ADA staff.
To learn more about this extraordinary educational experience and submit your application, visit ADA.org/diversityinstitute or call Kristi Gingrich at 312.440.2598.
The ADA thanks Henry Schein Dental and Procter & Gamble for their support of the Institute for Diversity in Leadership.
In addition to a full day of leadership development, the Conference includes:
…and more! CE courses are available on a first-come, first-served basis so register today to ensure you get the schedule you want. We’ll see you in Kansas City!
Great feedback can help move a person forward, while ineffective feedback can stall or even reverse progress.
What is the secret of great feedback? Author and blogger Daniel Cole identifies one phrase that dramatically increases the likelihood that the recipient will use the feedback to improve:
I’m giving you these comments because I have very high expectations and I know that you can reach them.
Why is this 19-word phrase so effective? Cole explains that the phrase contains three essential signals:
The key is to understand that this feedback isn’t just feedback–it’s a vital cue about the relationship. The reason this approach works so well has to do with the way our brains are built. Evolution has built us to be cagey with our efforts; after all, engagement is expensive from a biological standpoint.
But when we receive an authentic, crystal-clear signal of social trust, belonging, and high expectations, the floodgates click open.
Now it’s your turn—do you have any techniques you use when giving feedback to ensure your feedback moves the listener forward, not back? Leave your answer in the comments.
Author Dan Heath suggests that this approach probably works fine most of the time — if your kid has a single F on his report card, by all means focus on that problem. However in a post on the Fast Company blog, Heath suggests it isn’t always wise to focus on problems:
There’s one time in life when this problem-focus backfires on us, and that’s when we’re trying to change things. In times of change, our report card doesn’t look almost-perfect. It looks mixed. Parts of it look like a failure. And if, in those times, we slip into problem-solving mode, we’ll spin our wheels, because there are problems everywhere. That’s a recipe for inaction, for paralysis.
What’s the answer? Instead of focusing on the problems, identify the parts that are going right and try to reproduce those results. Heath calls this a bright spots focus.
Here’s an example — let’s say you set a New Year’s resolution to get more exercise, and that looking back you haven’t been as consistent as you hoped. You probably exercised on some days – what made those days different? If you do some detective work to identify those bright spots (“I woke up earlier on those days,” or “I had my gym bag ready-to-go by the front door,”) you can focus on increasing the number of good days, rather than scolding yourself for having bad days.
Have you found any bright spots? Leave your answers in the comments.
Whether you are looking for a basic workshop to get off to a good start, or an advanced workshop, customized to meet your group’s needs, an ADA New Dentist Committee Workshop can help you elevate your connection to new dentists to the next level!
Both the basic and advanced workshops are designed for current and prospective members of your New Dentist Committee, as well as society leaders who work with or have an interest in the activities of the committee. The workshops are conducted by ADA staff in conjunction with the district representatives from the ADA New Dentist Committee.
There is no charge for workshops. The ADA pays for all of the speakers’ expenses, and the society hosting the meeting is requested to provide continental breakfast and lunch for the attendees as well as a location for the program.
To Schedule a Workshop or For More Information Please contact the ADA New Dentist Committee office at firstname.lastname@example.org.
We are hard at work making plans for the upcoming 28th ADA New Dentist Conference. The conference offers a full day of leadership programming, and that’s why this post by Kaan Turnali over at Forbes caught our attention. He recaps several famous leaders and their personal qualities — they inspire, they motivate, they instill confidence:
But it’s easy to forget, or fail to note at all, that these leaders have one other thing in common: They all had to lead themselves before leading others.
Leading oneself to inspiring one’s own heart and discipline one’s own ego is the first step any great leader takes before embarking on a great leadership role. The backgrounds of all great leaders reveal struggles that molded their character, helping them conquer fears and doubts, and making them more passionate and resilient.
Turnali goes on to say that leadership isn’t something that only happens when we are in the driver’s seat, but that it is an attitude that we practice repeatedly so that when we are asked to drive, we can take the wheel with confidence.
If you’d like to increase your capacity to lead, please join us at the 28th ADA New Dentist Conference taking place in Kansas City, Missouri July 17-19, 2014 at Sheraton Kansas City, Crown Center (mark your calendar). In addition to a full day of leadership development, the Conference includes:
See you in Kansas City!
We’ve written before about using employee agreements to clarify expectations between the practice and the dental team. So we were interested when we read on The Build Network about a corporate strategist who developed a one-page user’s manual to help his new employees understand how to work with him effectively.
Check out the original post for a series of questions to ask (and answer) for developing a user’s manual:
Seems like this could be helpful when it comes to bringing new team members up to speed with your working style and preferences. After all, over time it becomes second nature to know how different personalities interact, but a shortcut could accelerate that process.
What about you — what has been your approach to letting the dental team know how you prefer to work? Leave your answers in the comments.
It’s December and for many organizations, that means performance reviews and appraisals. If you are the boss, this might be the time of year when you provide feedback to your team. And if you are an employee, this might be the time when you are on the receiving end of an evaluation.
Over at the Fast Company blog, Celia Shatzman has posted 8 Questions to Ask your Boss that can Make or Break your Career. The post draws heavily from the book Great on the Job: What to Say, How to Say It: The Secrets of Getting Ahead by Jodi Glickman. Question #8 attracted our attention:
“I’m sure that I’ll have some additional thoughts and questions as I digest all this information. Could we schedule a follow-up conversation in a few days?”
When to ask: At the end of a not-so-great performance review or any conversation wherein your boss gives you valuable, if not altogether positive, feedback.
Why it’s important to ask: It’s hard to think on your feet and ask constructive questions when you’re feeling beat up. By asking for a few days to collect your thoughts, you’ll have time to reflect on your boss’s words and brainstorm ways to move ahead. “The last thing you want to do is lose your cool,” says Glickman. “Remember, the goal of feedback is not to make you feel good. It’s to make you better at your job.”
Seems as though this would also apply if you were the one delivering the negative feedback—you might propose that the two of you meet again in a few days for a follow-up conversation.
What has been your experience with negative feedback, either on the giving or receiving side? Share your observations in the comments.
That’s a quote from productivity expert Laura Vanderkam who goes on to write:
Build an accountability system–a friend, a group, an app–that will make failure uncomfortable. If you’ve got a run scheduled for Tuesday morning, and on Tuesday morning it’s 25 degrees out and your warm bed seems pretty enticing, what is going to motivate you to get your shoes on and go?
Here’s the thing — if you are a new dentist, chances are you’ve already aced this skill. We continue to be amazed at the level of not just ambition but bona fide accomplishment that new dentists bring to their lives.
So what’s your secret? What kind of system do you have in place so that when the going gets tough you persevere? Give us your answer in the comments.