North Texas Dentistry Volume 9 Issue 3 2019 ISSUE 3 DE - Page 13

Wow! That doesn’t sound fun, does it? Certainly, there are times and situations where the executive team or owners must “take charge” and, of course, they expect and require certain levels of per- formance. There are times when transac- tional leadership is necessary. However, the methods by which leaders encourage productive performance are changing. Transformational Leadership In contrast, transformational leaders inspire and motivate employees to achieve excellent results in their work and to become leaders themselves. This leadership style is horizontal rather than hierarchical. Workers are empowered and individual goals as well as organiza- tional goals are aligned with their unique talents and abilities. Transformational leaders consistently stimulate an awareness of the mission and vision of the organization. Open communication is encouraged. Team members are encouraged to participate in creating and writing practice goals and designing action plans to accomplish them. In other words, team members participate — and love it. Engagement is encouraged. The “GMP” The more engaged team members become, the more they care about the development of the systems and team members, care of patients, and the suc- cess of the practice itself. A sense of co- ownership is nurtured. This is great. The doctor doesn’t have to “do it all”! And, if team members understand and implement “transformational” leader- ship, they will put into place the Greatest Management Principle (as defined by Dr. Michael LeBoeuf). The Greatest Management Principle is this: That which is rewarded is repeated. This doesn’t mean money (Although, it can be money). But really, what people want more than anything else is to have their work acknowledged; to be appreciated; to be recognized and valued. That is the great- est of all rewards. And that’s what keeps people moving forward. If every member of the team is truly a leader — and that includes you — then pay attention to what others are doing (your doctor, your teammates, and your patients) and recognize the good things people are doing – and say thanks. You will solidify that behavior and people will do more of those things. “That which is rewarded is repeated.” The team will always reflect the leader- ship. You are a leader. The team will reflect you. You are a leader of yourself. You are a leader of your teammates. You are a leader of your patients. Set the bar high. “Example is leadership.” – Albert Schweitzer Cathy Jameson is the founder of Jameson Man- agement, an international dental management, mar- keting and hygiene coach- ing firm. The Jameson Method of Management, developed by Cathy, offers proven management and marketing systems for helping organizations improve their workflow and efficiency in a positive, forward-thinking culture. Cathy earned a bache- lor’s degree in education from the University of Nebraska at Omaha and then a master’s degree in psychology from Goddard College. She received her doctorate from Walden University. Cathy has been named one of the Top 25 Women in Dentistry as well as being the recipient of the second Lifetime Achievement Award from the American Association of Dental Office Managers in 2014. Cathy has been named a Leader in CE by Dentistry Today multiple times, including in 2019. She considers herself a lifelong learner and en- courages those around her to be in a constant state of study, growth, and action. She is the au- thor of several books, including her latest title; Creating a Healthy Work Environment. FREE VALUATION PRACTICE Know the value of your practice (469) 222-3200 | ADStexas.com Jeremy Brown JD, Joe Piazza DDS, Terry Watson DDS, & Frank Brown JD Practice Sales & Appraisals www.northtexasdentistry.com | NORTH TEXAS DENTISTRY 13