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Today in Birmingham, for the fourth time in this series, I'll be talking about the key characteristics and the role of the modern dental business manager.
My version of this day in London was described by a Principal (who has worked with me for over a decade) as "one of the toughest days you have ever presented."
Although, as a public speaker, one is tasked with engaging, entertaining and educating the audience, sometimes we have to hold their feet in the fire. Today is one of those days.
Section 1 - The Distinction - between a Clinic Manager and a Business Manager - why and how they are different (and what to do if you cannot afford to hire both).
Section 2 - The Job - what exactly does a Business Manager have to deliver - daily, weekly, monthly, quarterly, annually?
Section 3 - The Person - what leadership skills must a Business manager possess and how should they be deployed?
Section 4 - The Reports - 5 key sets of data that a Business manager must be able to deliver, so that they and the Owner can navigate, avoid obstructions, not sink, get to their destination - make a profit!
Looking back over the previous versions of this workshop that I've delivered in Belfast, London and Bristol, it has been Section 4 (The Reports) that seems to have created the most discomfort in the room, as I've been sharing the very latest metrics required to keep your surgeries profitable - scary stuff if I'm honest.
Here we go again in Brum. My default is to be Mr. Positive (and I do lift the room at the end of the day by sharing that, during my previous four Labour administrations, the small, lean, agile businesses did prosper) - but those feet are going into the fire again today - soz.
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