logo 17 • CAMLOG Partner Magazine • March 2018 34 PRACTICE MANAGEMENT Management begins with self-management Knowledge of one’s own personality is a prerequisite for being able to assess employees well. Every person perceives himself and his own set of values positively. If this were not the case, we would behave differently and this behavior would then also appear to be good, true, and correct. The well-known sociologist and philosopher Niklas Luhmann once described this as follows: “There are as many truths as there are people” and thus made it clear how singular one’s own perception is after all. This self-centeredness – in technical jargon called “self-hugging” or “value tyranny” – consequently can only represent one’s own viewpoint. Only those who self-reflect can get to know their own “view of the world” in all its facets. On the one hand, this makes it possible to understand the different effects one has on other people, and on the other hand, to better understand and question the perceptions one has of one’s fellow human beings. Its use in the practice A heightened awareness of one’s own motives promotes understanding and appreciation of the differences of communication partners in a practice – regardless of whether they are assistants, technicians, patients, or partners in industry, insurance companies, or professional associations. Interpersonal relationships can thus be made more harmonious and sustainably improved. Understanding people helps to avoid conflicts and misunderstandings as well as to increase one’s own individual motivation for lasting top performance. If you know your own drivers and desires, you can enhance your individual performance potential more efficiently and also present yourself more authentically, convincingly, and competently. If you know the drivers of your employees, you can also enhance their potentials more effectively and to the mutual benefit of both sides, keep job satisfaction at a permanently high level and increase harmony within the team. Internally, this results in a high degree of identification with the practice, which in turn leads to fewer absences and reduced employee turnover. Externally, this can have positive effects on patient acquisition and loyalty as well as the analog and digital reputation of a practice. Personality diagnostics – it is the tool that counts In the previous article (logo 40) I introduced you to the Reiss Profiles. After the death of Prof. Steven Reiss, this renowned and scientifically based personality diagnostic tool has undergone an innovation: the Reiss Profile became the Reiss Motivation Profile (RMP) – the tried and tested system with a new look. The German license holders teamed up with the University of Luxembourg and now offer Luxx profiles: For the most part the result is an adoption of the existing Reiss Profile but with refinements based Next to technical, business, and various other management skills, managing employees is an essential topic for successfully directing a company. However, the conditions in a dental practice differ from those in other companies. There is hardly another workplace where the interpersonal distance is so small, because supervisors and employees have to move within each other’s comfort zone. In order to work in peace, mutual agreement, and harmony despite this permanent unnatural closeness, developing an understanding of each other is an important foundation. But only those who understand themselves can learn to understand others and communicate adequately. Internal communication contributes considerably to the success of a company and should therefore be acknowledged accordingly in modern management. ASSESSING EMPLOYEES CORRECTLY PERSONALITY DIAGNOSTICS AS A MANAGEMENT TOOL
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