Partner Magazine logo 16

logo 16 • the CAMLOG Partner Magazine • June 2017 logo 16 • the CAMLOG Partner Magazine • June 2017 32 PRACTICE MANAGEMENT as being the only right ones, even though they have no claim to being infallible but merely represent one’s own view of the world. Those who can assimilate this line of thought obviously have it easier in dealing with other people and can be more tolerant, open, and appreciative. The more desires that are relevant for leadership that are included in the analysis (see figure below), the more differentiated is the representation of the personality structure of the leader. On this basis, it is possible to evaluate what the person needs to be a motivational leader. If, for example, we only consider the two desires “Power” and “Independence”, it quickly becomes clear how different management styles can evolve simply on the basis of these two desires. Power as motive The guiding principle for this desire is the pursuit of power, influence, control, and dominance. Whether these people enjoy using their power becomes particularly evident in their leadership behavior. Persons with a high desire for power are ambitious, performance-oriented, and enjoy making decisions. They are willing to take on responsibility and want to have influence. This type enjoys leading and this results in energy. Persons with a low power motive are service and person-oriented. They do not 33 PRACTICE MANAGEMENT Today, innovative leaders are supposed to combine all these skills. Furthermore, further development requires a high level of competence in self-control and, in particular, self-reflection. On the one hand, the objective is optimal support of employees to exploit their potentials in a targeted manner and on the other, to keep work satisfaction at a high level. Appreciation, individuality, and sustainability are the buzz words of today. Sustainable management in the dental practice What applies to large corporations, also applies to modern dental practices – particularly for larger practices. To ensure a dental practice operates continuously at high quality, a harmonious atmosphere and trustworthy working culture are essential. However, a working atmosphere or culture cannot be decreed – they are the product of management. And management is always up to the boss! Health, enjoyment, and motivation at work are not only critical for maintaining the wellbeing of the practice team, they also make everyday practice routines easier as every form of dissonance is felt and lived by all concerned. The happier employees are, the fewer disagreements and communication problems as well as absences due to illness and demotivation. Promoting common ground and strengths in the team – but in particular also recognizing any differences – creates a stronger team spirit and a greater feeling of trust among each other. Practices wishing to position themselves successfully in a competitive environment should therefore invest in their human resources. The focus is increasingly on improving management quality and effectiveness also for cost reasons. Customized strategies for successful leadership To become a motivational leader, it is essential to first understand your own personality. “What drives me?” This apparently simple question stimulated Prof. Steven Reiss to investigate the topic of basic desires in depth. The 16 basic desires according to Reiss have an elementary effect on what we want, or do not want, what we welcome, reject, or tolerate, all of which is in the end reflected in our attitude, approach, and language. These desires, which are deeply rooted in the personality, not only dictate our behavior but inversely also have a major effect on how other people perceive us and what they think of us. As a logical consequence, our desires are major factors determining how we are perceived as a leader and how employees respond to our management. Respect, esteem, tolerance, rejection, frustration, demotivation, and many other feelings can be the result and are reflected in the behavior of the employees. The question of “Who am I?” thus automatically also leads to the question “How do I lead?”. Finding one’s own successful management strategy to keep motivation, team spirit, and mutual understanding at a permanently high level in the practice should therefore be a declared corporate goal. Tyranny of own values Of course, it is the nature of the situation that every person regards his or her motivational desires in a positive light. This leads to an unnoticed pronounced self- centeredness, known in technical jargon as “self-hugging” or “tyranny of values”. This means that one’s own values are defined It is not just dentistry but also the issue of leadership that is undergoing changes: whereas the leader as a person dominated 100 years ago, in the middle of the last century McGregor and Herzberg shifted the focus instead to employees, causing a major movement in human resources. In the 1970s and 1980s, pioneers such as Blake/ Mouton, Schulz von Thun, and Schein, defined the relationship of employees and their supervisors and thus the social management expertise as a guarantee of good leadership. Around 1990 the focus moved to management skills. In the last two decades, the situation and the context have moved to the fore: situational management and the initial constructive approaches became the precursors of modern management. HEALTHY AND MOTIVATED MANAGEMENT AN INNOVATIVE APPROACH TO LEADERSHIP low Power Independence Independence Power 0.51 0.55 0.31 -0.50 -0.49 -0.32 -0.57 -1.50 -0.78 0.68 0.75 0.15 0.19 1.35 0.97 1.13 Curiosity Curiosity Acceptance Acceptance Order Order Collecting/saving Collecting/saving Honor Honor Idealism Idealism Relationships Relationships Family Family Status Status Vengeance / Fight Vengeance / Fight Romance Romance Eating Eating Physical activity Physical activity Emotional tranquility Emotional tranquility average high The 16 basic desires according to Prof. Steven Reiss • Power • Independence • Curiosity • Acceptance • Order • Collecting / saving • Honor • Idealism • Relationships • Family • Status • Vengeance / Fight • Romance • Eating • Physical activity • Emotional tranquility Fig.: Example for a personality profile according to Prof. Steven Reiss.