Business Development: New Markets – Dental
Each component of the premise is important:
You must bring the appropriate people together – the collaboration must be broadly inclusive
You must bring people together in constructive ways – design the process so that it can deal with different understandings of the issues, varying degrees of trust, and so that the process encourages people to work together
Good information is critical to good decision-making – Involve experts in the process as informers, rather than drivers of the process
The traditional concept of leadership is that of the heroic leader – they have a vision, they assert it, they persuade us, and they gain followers. Collaborative leadership turns that concept upside down simply by saying that if we bring good people together in constructive ways, we will be able to make conscious, inclusive decisions.
We need to remember that how we decide is as important as what we decide. We often choose to focus on a solution rather than a process that brings us to a solution. Collaboration is more than a tool in a toolbox. When collaboration works, it reproduces and builds the characteristics of civic community, allowing us to deal with future issues in constructive ways. Collaboration builds social capital. Collaboration is the new leadership.
Vision Mission Values
Defining clear vision, mission, and value statements creates a climate of focus and direction for an organisation. Developing and communicating these statements in a team environment increases buy-in and helps align individual performance with strategic goals.
Strategic planning used to be about identifying key activities that would successfully help the organisation survive from year to year. Today, strategic planning is about challenging the way things are done, the way the organisation operates, and sparking a revolution within the organisation to become what it may not be today. Strategic planning is more than just a list of short term goals and activities. It is about aligning short term objectives to achieve long-term success.
It’s often said that people join companies and leave managers. Poor leaders are often cited as the number one reason that people change companies. All managers can impact motivation by understanding the differences between maintenance and motivation, using tangible and intangible rewards, and focusing on appealing to a sense of belonging and importance.
Ethical leadership requires a consistency of behavior and attitude that can be challenged each day. Ethical leaders have boundaries within which to operate. They serve as role models to others inside of the organisation, and outside of the organisation, as to what behavior is acceptable.
The tangible and intangible costs of employee turnover have a direct impact on the bottom line and on customer retention and loyalty. As a manager, you need to be able to assess the loyalty level of current employees, recognize the signs and impact of burn out, and be proactive in keeping employees loyal and engaged.
By strengthening leadership communication, you become a more effective leader. You are better able to get your message across, make a positive leadership impression, and let colleagues know that you are always ready to listen.
A critical role for managers is the ability to manage conflicts between associates, with subordinates or peers. Managers need to be able to listen empathetically, ask the right questions, evaluate the people involved, and determine the right level of intervention and the best approaches to resolve conflict.
Delegation (rather than dumping) can be used to develop people or to achieve specific organisational outcomes. Identifying who is ready for delegation and using a collaborative process clarifies the level of control needed to affix accountability.
When unemployment ratios are high, numerous highly qualified individuals must compete for jobs alongside eager recent graduates and experienced retirees returning to the workforce. When unemployment is low, attracting the best of the best is equally difficult and important.
Planning and delivering an effective new employee orientation is a win-win opportunity. In addition to reducing start-up costs, it provides a warm welcome to integrate new employees into the organisation’s culture and improves employee loyalty and retention.
Leadership Succession Planning
This involves at least four distinct areas of leadership preparation and effort: replacement planning, talent management, succession planning, and succession management. Leaders need to examine each of these responsibilities, outline the organisational issues that must be addressed in each area, and create a succession plan.
Mentoring is a powerful approach by which one person, with relevant experience, helps another person, with lesser experience, to do their job more effectively and progress in their career. While mentoring is often provided in an informal manner, organisations are recognizing the power of establishing a formal approach to mentoring to help emerging talent gain a solid foothold in the organisation.
Women in Leadership
Aim to inspire and empower women and men across the corporation to engage in purposeful career development and take on leadership for important causes---to lead change with more conviction and confidence---and improve our workplaces and communities for all. By offering more complex understandings of issues related to professional women and work, the course will help increase self-knowledge as well as enhance capabilities as a leader, manager, and team contributor. We will examine the opportunities, challenges, trade-offs, and organizational dynamics experienced by women in work organizations, as well as reflect on and practice effective individual.
The course aims at answering questions such as: What are the valued attributes and behaviors of women in the workplace? How does the gendered nature of organizations impact women? What derails career advancement and what propels us upward? What are your leadership goals and aspirations? How can you best integrate your multiple family and work life commitments? How do you define career success? What can organizations do to provide women with opportunities to excel? What opportunities could our global economy harness by advancing women to leadership? How can the full talents of the workforce be tapped into and developed?
What is sex? What is gender? What is sexuality? What do we mean by LGBTQQI2SAA? How are these concepts related to the workplace? How have our understandings of these terms changed over time, and how have these changes impacted work and culture? To help you answer these important questions, this course will introduce you to the exciting field of gender, sexuality, and women's studies, and to LGBTQQI2SAA identities. We will use a range of interdisciplinary concepts, tools, and methods to understand and analyze how identity shapes our experiences in culture and in the workplace. Because we all live with gender expectations, this course is crucial for any profession, and for understanding the world around us. Also, you will learn key concepts that will help you to interpret and understand the world we share.
Human Rights and Gender Equality
Leaders will delve into the ethics of wealth, poverty and inequality as well as the forces that widen inequalities.
Changing Landscapes, Identities
Ethnic Visible Minority
You will discover statistics for five diversity categories and the challenges that firms are facing to promote the inclusion of these diversity elements. By the end of this course, you will have a clear understanding of diversity concepts and their application to different diversity categories
Categorization and Diversity Perceptions
This leg of the learning journey introduces you to how cognitive processes impact how we see and react to our social environment. It will help you to understand your own and others' perceptions and reactions to difference. By the end of this module, you will have acquired conceptual tools and experiential data to analyse your reactions to diversity.
Disrupting with Diversity
In this module, you will go from the individual to the firm setting, and explore the diversity processes that you find in organizations. You will be introduced to a method for mobilizing the disruptive force of diversity. By the end of this module, you will understand the difficulty of implementing inclusion in the workplace and be able to apply a cognitive method to a diversity case.
Diversity an Inclusion around the World
You will learn what diversity and inclusion initiatives are being implemented globally and to think about their impact. You will also write our own diversity and inclusion case, and thereby develop your skills to look for diversity information in the workplace.
Creating an inclusive environment includes welcoming audiences, artists, consultants, volunteers, staff and board members in a way that allows them to participate fully in consulting and decision-making. As you diversify your programming, hiring and overall strategic direction you will need to engage with new communities.
This will in turn involve ensuring you are accessible – can people physically access your space? Are your communications accessible to vision or hearing impaired groups? Are you aware of cultural barriers, including your own corporate culture, that may be keeping away people who can contribute? A few things to keep in mind:
Be aware of appropriate terminology; show sensitivity to individuals’ preferences. Speak directly to individuals, not to their interpreters or assistant.
Do not make assumptions about a particular disability, its limitations or that assistance is needed. At the same time, it is always helpful to have a generic note on policies, job ads and other public documents about whether any special accommodation is required. Individuals may require specific accommodations and some will require more than one.
For meetings, ensure accessible parking and transit, as well as access into your building and to your meeting space; arrange for any necessary interpreters; consider longer breaks during meetings to give people the time they need.
Companies that adopt purposeful strategies to build solid partnerships with Indigenous people, businesses, and communities do so for a variety of reasons.
Indigenous people add to a company’s diversity by offering unique characteristics and talents, and a niche employment market in both urban and regional settings across the nation.
They align corporate social responsibility (CSR) strategies to the Indigenous cause – maybe to impact social and economic growth in communities where they do business, or perhaps due to a sense of responsibility to contribute to the positive well-being of Indigenous Peoples in Canada.
Other companies opt to participate in regional or global reporting initiatives where they are accountable to their customers, employees and shareholders for employment equity initiatives and their good will. We will dive into the Truth and Reconciliation recommendations, how they can be implemented and how as an organization we can seamlessly incorporate it into our practices.
Front Line Customer Service
Face to Face
The starting point for the entire customer service process is meeting and greeting the customer. The vital first moments with the customer set the tone for the entire interaction. By energetically and professionally welcoming your customer, you make successful customer interactions not only possible, but probable.
This module will help you identify the small changes that can make a big difference in customer service. As a result, you will build confidence in yourselves and your abilities to be both responsive and proactive in your customer contacts. This session is designed to provide the basics for making the most of telephone sales and service opportunities. Whether it’s to place an order, ask a question, or register a complaint, a real person is at the other end of the line.
Among Staff- Internal
Building cooperation between departments reduces stress and adds value. Elements include identifying upstream and downstream internal customers, analyzing their wants and needs, and creating open communication to identify and act on specific process improvement opportunities.
Customers typically do business with organisations that they believe have the capability to meet their expectations. Every direct or indirect interaction with a customer potentially impacts their experience positively or negatively. Using a proven process gives you confidence in your ability to be a hero and exceed your customers’ expectations.
MANAGING HUMAN CAPITAL
People are the most valuable asset of any business, but they are also the most unpredictable, and the most difficult asset to manage. And although managing people well is critical to the health of any organization, most managers don't get the training they need to make good management decisions. The RII has designed this course to introduce you to the key elements of managing people. Based on a popular course at Wharton, this course will teach you how to motivate individual performance and design reward systems, how to design jobs and organize work for high performance, how to make good and timely management decisions, and how to design and change your organization’s architecture. By the end of this course, you'll have developed the skills you need to start motivating, organizing, and rewarding people in your organization so that you can thrive as a business and as a social organization.
- Motivation and Reward
- Tasks, Jobs and System at work
- Making Good Timely Management Decisions
- Designing and Changing the Organizational Architecture