Raman Bedi, BDS, MSc, DDS, hon DSc, DHL, FDSRCS (Edin), FDRCS (Eng), FFGDP, hon FDSRCS (Glas), hon FFPH is Emeritus Professor at King's College London in England, UK and Honorary Chair at University of Western Cape in Cape Town, South Africa. He was the former Chief Dental Officer of England, UK.Andrew Munro, MA, C Psychol, AFBPS is Director at Envisia Learning in Cambourne, England, UK.Mark Keane, MA, PPABP is Director at Favorly in Scotland, UK.

Exceptionally well written, organized and presented, "Leadership Skills for Dental Practitioners: Begin Well to Finish Well" is a comprehensive and much-needed 'real world practical' guide for every member of the dental team...highly recommended as an essential, core addition to personal, professional, and dental school library collections and supplemental dentistry curriculum studies lists.Wisconsin Bookwatch 18:1, January 2023,  Midwest Book ReviewsThis book equips all members of the dental team with leadership skills for professional and personal life and will help develop vital competences that will complement clinical skills. Designed to prepare every member of the dental team for the leadership tasks and challenges they will face in general practice, this resource helps the reader to develop skills not explicitly taught in traditional dental education.- Peter Folly, British Dental Association, Published in BDJ Student (Sept 22)

• Preface xivTestimonials xvAbout the Authors xviiiAcknowledgements xxIntroduction 11 Credibility to Make a Good Start 2Overview 2Think 31.1 It Is Based on Others’ Perceptions 31.2 Our Credibility as Leaders Requires Followers 31.3 Credibility Is Better Built by Actions Rather Than Words 31.4 First Impressions Count, so Project Well 41.5 First Impressions: Tactics 41.6 Credibility Is Fragile 5Do 51.7 Assess the Credibility of Your Key Contacts 51.8 Conduct a Personal Audit to Ask: What Will Help or Hinder My Personal Credibility as a Future Leader? 61.9 Build the Charisma Factor 6In a Nutshell: Credibility to Make a Good Start 72 Managing Difficult People 8Overview 9Think 92.1 Difficult People We Encounter 92.2 Dealing with Underperformers: We Have to Talk 102.2.1 Before the Conversation 112.2.2 Find a Private Place 112.2.3 Steps in the Conversation 112.3 Confronting the Difficult: Dos and Don’ts 122.3.1 The Dos of Confrontation 122.3.2 And the Don’ts of Confrontation 132.4 Dealing with Aggressive Encounters 132.5 Avoiding Others’ Manipulative Behaviour 142.6 Flattery: Nice to Get but Dangerous to Believe 142.7 Sarcasm 152.7.1 Sarcasm as Bad Behaviour 152.7.2 Choose a Strategy to Address the Sarcasm 162.8 Arguments to Win and Lose with Difficult People 162.8.1 Avoid Arguments You Can’t Win 162.8.2 Remember Your Goal 162.8.3 Fight Fair 172.8.4 Defend a Weak Position 172.9 Disagreement Does Not Have to Be Disagreeable 182.9.1 Dangers of Complete Agreement 182.9.2 Encourage Debate 182.9.3 Value Differences 182.9.4 Strategies for Disagreeing and Remaining on Good Terms 182.10 Conflict Management and Achieving Win–Win 192.10.1 Conflict Is Inevitable 192.10.2 Face Up to Conflict Sooner Rather Than Later 192.10.3 Listen to Be Listened To 202.10.4 Avoid Showdowns 202.10.5 Know When to Give In Gracefully 202.11 Avoiding the Questions You Don’t Want to Answer 20Do 212.12 Difficult People and What They Might Say about You 21In a Nutshell: Managing Difficult People 213 Focus on Your Priorities 22Overview 22Think 233.1 Five Things to Think about Concerning Strategy, Planning, and Priorities 233.1.1 Work Backwards to Avoid Indiana Jones’s Bad Strategic Move 233.1.2 First Things First: Create Urgency for Importance 243.1.3 The Law of Sunk Costs 253.1.4 Avoid the Sweet Spot 263.1.5 Manage the Dream and Make the Finish Line Nearer 26Do 273.2 The Future World 273.3 The Vision Test 283.4 Log Your Time to Check Your Productivity 28In a Nutshell: Direction to Focus Priorities 294 Values for Leadership Practice 31Overview 31Think 324.1 Words That Indicate There May Be a Problem 324.2 Four Simple Tests 334.3 A Personal Code of Ethics 334.4 Ego: Our Best Friend and Worst Enemy 344.5 Avoiding the Stupid Stuff 354.6 Preference Isn’t Principle 35Do 354.7 Know Why You Believe What You Do 354.8 Key Figures in Your Life 364.9 A Principled Practice 36In a Nutshell: Values for Leadership Practice 365 Building and Maintaining Trust 37Overview 37Think 385.1 Trust Is the Trigger of Leadership Reality 385.2 A Lack of Trust Is Costly 395.3 The Rules of Trust 395.4 Small Decencies Make a Difference 405.5 Trust Creates a Culture of Openness and Honesty 405.6 Value Differences 415.7 But Know Who to Trust and Avoid 41Do 415.8 Me and Trust 415.9 Forgive 425.10 The Shoes of Your Clients or Colleagues 42In a Nutshell: Building Trust and Maintaining It 426 Raising Energy Levels 43Overview 43Think 446.1 Managing Our Personal Energy 446.2 Surviving or Succeeding: Five Life Outlooks 446.3 The Energy Paradox 466.4 Our Comfort Zone and Getting Out of It 466.5 Keep Something in Reserve 466.6 Sell the Steak, Not the Sizzle 476.7 Running Out of Juice 47Do 486.8 Do Something You Don’t Want to Do 486.9 Change Your Socks 48In a Nutshell: Raising Your Energy Level 487 Feedback to Keep on Track 50Overview 50Think 517.1 Break the Mirror 517.2 Learning from Failure 527.3 Giving Feedback That Others Value 527.3.1 Ineffective Feedback 537.3.2 How Is as Important as What 537.4 Praise and Keep Praising 537.5 Excessive Praise 537.6 Too Much Truth 547.7 Two People Who Tell the Truth 54Do 547.8 Set the Egg Timer 547.9 Feedforward Rather Than Feedback 557.10 Ten Reasons for Failure 55In a Nutshell: Feedback to Keep on Track 568 Courage for When It Gets Tough 57Overview 57Think 588.1 To Lead Is to Live Dangerously 588.2 To LEAD Is to Overcome Adversity 598.3 The 50th Law: When Fear Isn’t in the Driving Seat 598.4 Managing Minor Adversity Well 608.5 The Laws of Confrontation 618.5.1 The Dos 618.5.2 And the Don’ts 61Do 628.6 Manage a Conflict Situation by Having a Difficult Conversation 628.7 Manage Fear 638.8 Fear and FASTER 63In a Nutshell: Courage for When It Gets Tough 649 Influence and Persuasion 65Overview 66Think 669.1 Do You Make Others Feel Special? 669.2 Understanding Others: The Realities of Human Nature 669.3 Influencing When You’re Not in Authority 679.4 Shift Others’ Opinions 689.5 The 90–10 Rule of Negotiation 699.6 The Science of Influence and the Psychology of Persuasion 699.7 Five Reasons to Keep Conversations Simple 709.8 The Nine Opening Lines of any Effective Conversation 709.9 Questions That Don’t Work 719.10 Using Charm Without Overdoing It 72Do 739.11 How ‘Sticky’ Is Your Communication? 739.12 Analyse Martin Luther King’s ‘I Have a Dream’ Speech 739.13 Influencing Tactics 74In a Nutshell: Influence and Persuasion 7410 Working with Teams 75Overview 75Think 7610.1 Teamwork: Why Teams Succeed and Fail 7610.2 Teamwork: The Rules 7710.3 Avoiding the Role of Team Problem Solver 7710.4 The Sum of Its Parts 7810.5 The Groupthink of Teamwork 7810.6 Working in Diverse Teams 7910.7 Managing Team Conflict 8010.8 Turnaround Strategies 8010.9 Build an Extended Team 81Do 8210.10 Your Team Style 8210.11 How a Team Develops 8210.12 Build a Team for Life 83In a Nutshell: Working with Teams 8311 Change to Implement Excellence 84Overview 84Think 8511.1 Thinking like Leonardo da Vinci 8511.2 The Soil of Innovation 8511.3 Where Change Starts 8611.4 The Language of Change: 20- 60-20 8611.5 Begin with the Bright Spots 8711.6 Speak to the Elephant as Well as the Rider 87Do 8811.7 How Good Is Good? 8811.8 Develop a T- Shaped Mind 8811.9 From What to What? 89In a Nutshell: Change to Implement Excellence 8912 Recognising Personality Types 90Overview 90Think 9112.1 The Realities of Human Nature 9112.2 Three Levels of Knowing Someone 9112.3 A Simple Lens of Human Understanding 9212.4 Reading Personality – One Good Question 9312.5 Personality and Its Impact on Communication 94Do 9512.6 Who I Need to Understand but Don’t 9512.7 Personality and Team Dynamics 95In a Nutshell: Recognising Personality Types 9613 Get Fluent in Body Language 97Overview 98Think 9813.1 Five Myths about Body Language 9813.1.1 Body Language is 93 Percent of Communication 9813.1.2 Liars Don’t Make Eye Contact 9813.1.3 Crossed Arms Mean Resistance 9813.1.4 Eye Direction Correlates with Lying 9913.1.5 Using Body Language to Make a Positive Impression is Inauthentic 9913.2 The Body Language of Trust and Respect 9913.3 The Body Language of the Alpha Leader 9913.4 The 15 Most Common Body Language Blunders 10013.5 How to Smile 10113.6 Body Language and Cultural Differences 10113.7 Lying 10213.8 Context Is Critical 103Do 10313.9 How Well Do You Read Other People? 10313.10 Tactics for More Effective Body Language 104In a Nutshell: Get Fluent in Body Language 10414 Be Assertive 105Overview 106Think 10614.1 Is Your Thinking Unassertive? 10614.2 Overcoming Shyness 10714.3 Having a Thick or Thin Skin: Dealing with Criticism 10814.3.1 Most Criticism Indicates Progress 10814.3.2 Think Like Buddha 10914.4 Avoiding Embarrassment 10914.4.1 Get Past the Point of Embarrassment 10914.4.2 You’re Rarely in the Spotlight 10914.4.3 Those Who Matter and Those Who Mind 11014.5 Managing Those Moments of Anxiety 11014.6 Managing Mistakes as an Indicator of Assertiveness 11114.6.1 Mistakes Indicate Progress 11114.6.2 Admit Honest Mistakes 11114.6.3 Some Mistakes Matter More Than Others 11114.6.4 Don’t Make the Mistake Worse 11214.7 Assertiveness as the Art of the Apology 11214.8 How to Project Well 11314.8.1 The 4 Ps 11314.8.2 Voice Tips 11314.9 Fundamentals of Presentations 11314.9.1 Avoid Obvious Mistakes 11414.9.2 Prepare for Presentations 11414.9.3 Know Your Topic in Detail 11414.9.4 Speak with Power 11414.9.5 Simplicity 11514.9.6 End Well 115Do 11514.10 How to Be Assertive 115In a Nutshell: Be Assertive 116Index 117

Raman Bedi, BDS, MSc, DDS, hon DSc, DHL, FDSRCS (Edin), FDRCS (Eng), FFGDP, hon FDSRCS (Glas), hon FFPH is Emeritus Professor at King's College London in England, UK and Honorary Chair at University of Western Cape in Cape Town, South Africa. He was the former Chief Dental Officer of England, UK.Andrew Munro, MA, C Psychol, AFBPS is Director at Envisia Learning in Cambourne, England, UK.Mark Keane, MA, PPABP is Director at Favorly in Scotland, UK.

Exceptionally well written, organized and presented, "Leadership Skills for Dental Practitioners: Begin Well to Finish Well" is a comprehensive and much-needed 'real world practical' guide for every member of the dental team...highly recommended as an essential, core addition to personal, professional, and dental school library collections and supplemental dentistry curriculum studies lists.Wisconsin Bookwatch 18:1, January 2023,  Midwest Book ReviewsThis book equips all members of the dental team with leadership skills for professional and personal life and will help develop vital competences that will complement clinical skills. Designed to prepare every member of the dental team for the leadership tasks and challenges they will face in general practice, this resource helps the reader to develop skills not explicitly taught in traditional dental education.- Peter Folly, British Dental Association, Published in BDJ Student (Sept 22)

• Preface xivTestimonials xvAbout the Authors xviiiAcknowledgements xxIntroduction 11 Credibility to Make a Good Start 2Overview 2Think 31.1 It Is Based on Others’ Perceptions 31.2 Our Credibility as Leaders Requires Followers 31.3 Credibility Is Better Built by Actions Rather Than Words 31.4 First Impressions Count, so Project Well 41.5 First Impressions: Tactics 41.6 Credibility Is Fragile 5Do 51.7 Assess the Credibility of Your Key Contacts 51.8 Conduct a Personal Audit to Ask: What Will Help or Hinder My Personal Credibility as a Future Leader? 61.9 Build the Charisma Factor 6In a Nutshell: Credibility to Make a Good Start 72 Managing Difficult People 8Overview 9Think 92.1 Difficult People We Encounter 92.2 Dealing with Underperformers: We Have to Talk 102.2.1 Before the Conversation 112.2.2 Find a Private Place 112.2.3 Steps in the Conversation 112.3 Confronting the Difficult: Dos and Don’ts 122.3.1 The Dos of Confrontation 122.3.2 And the Don’ts of Confrontation 132.4 Dealing with Aggressive Encounters 132.5 Avoiding Others’ Manipulative Behaviour 142.6 Flattery: Nice to Get but Dangerous to Believe 142.7 Sarcasm 152.7.1 Sarcasm as Bad Behaviour 152.7.2 Choose a Strategy to Address the Sarcasm 162.8 Arguments to Win and Lose with Difficult People 162.8.1 Avoid Arguments You Can’t Win 162.8.2 Remember Your Goal 162.8.3 Fight Fair 172.8.4 Defend a Weak Position 172.9 Disagreement Does Not Have to Be Disagreeable 182.9.1 Dangers of Complete Agreement 182.9.2 Encourage Debate 182.9.3 Value Differences 182.9.4 Strategies for Disagreeing and Remaining on Good Terms 182.10 Conflict Management and Achieving Win–Win 192.10.1 Conflict Is Inevitable 192.10.2 Face Up to Conflict Sooner Rather Than Later 192.10.3 Listen to Be Listened To 202.10.4 Avoid Showdowns 202.10.5 Know When to Give In Gracefully 202.11 Avoiding the Questions You Don’t Want to Answer 20Do 212.12 Difficult People and What They Might Say about You 21In a Nutshell: Managing Difficult People 213 Focus on Your Priorities 22Overview 22Think 233.1 Five Things to Think about Concerning Strategy, Planning, and Priorities 233.1.1 Work Backwards to Avoid Indiana Jones’s Bad Strategic Move 233.1.2 First Things First: Create Urgency for Importance 243.1.3 The Law of Sunk Costs 253.1.4 Avoid the Sweet Spot 263.1.5 Manage the Dream and Make the Finish Line Nearer 26Do 273.2 The Future World 273.3 The Vision Test 283.4 Log Your Time to Check Your Productivity 28In a Nutshell: Direction to Focus Priorities 294 Values for Leadership Practice 31Overview 31Think 324.1 Words That Indicate There May Be a Problem 324.2 Four Simple Tests 334.3 A Personal Code of Ethics 334.4 Ego: Our Best Friend and Worst Enemy 344.5 Avoiding the Stupid Stuff 354.6 Preference Isn’t Principle 35Do 354.7 Know Why You Believe What You Do 354.8 Key Figures in Your Life 364.9 A Principled Practice 36In a Nutshell: Values for Leadership Practice 365 Building and Maintaining Trust 37Overview 37Think 385.1 Trust Is the Trigger of Leadership Reality 385.2 A Lack of Trust Is Costly 395.3 The Rules of Trust 395.4 Small Decencies Make a Difference 405.5 Trust Creates a Culture of Openness and Honesty 405.6 Value Differences 415.7 But Know Who to Trust and Avoid 41Do 415.8 Me and Trust 415.9 Forgive 425.10 The Shoes of Your Clients or Colleagues 42In a Nutshell: Building Trust and Maintaining It 426 Raising Energy Levels 43Overview 43Think 446.1 Managing Our Personal Energy 446.2 Surviving or Succeeding: Five Life Outlooks 446.3 The Energy Paradox 466.4 Our Comfort Zone and Getting Out of It 466.5 Keep Something in Reserve 466.6 Sell the Steak, Not the Sizzle 476.7 Running Out of Juice 47Do 486.8 Do Something You Don’t Want to Do 486.9 Change Your Socks 48In a Nutshell: Raising Your Energy Level 487 Feedback to Keep on Track 50Overview 50Think 517.1 Break the Mirror 517.2 Learning from Failure 527.3 Giving Feedback That Others Value 527.3.1 Ineffective Feedback 537.3.2 How Is as Important as What 537.4 Praise and Keep Praising 537.5 Excessive Praise 537.6 Too Much Truth 547.7 Two People Who Tell the Truth 54Do 547.8 Set the Egg Timer 547.9 Feedforward Rather Than Feedback 557.10 Ten Reasons for Failure 55In a Nutshell: Feedback to Keep on Track 568 Courage for When It Gets Tough 57Overview 57Think 588.1 To Lead Is to Live Dangerously 588.2 To LEAD Is to Overcome Adversity 598.3 The 50th Law: When Fear Isn’t in the Driving Seat 598.4 Managing Minor Adversity Well 608.5 The Laws of Confrontation 618.5.1 The Dos 618.5.2 And the Don’ts 61Do 628.6 Manage a Conflict Situation by Having a Difficult Conversation 628.7 Manage Fear 638.8 Fear and FASTER 63In a Nutshell: Courage for When It Gets Tough 649 Influence and Persuasion 65Overview 66Think 669.1 Do You Make Others Feel Special? 669.2 Understanding Others: The Realities of Human Nature 669.3 Influencing When You’re Not in Authority 679.4 Shift Others’ Opinions 689.5 The 90–10 Rule of Negotiation 699.6 The Science of Influence and the Psychology of Persuasion 699.7 Five Reasons to Keep Conversations Simple 709.8 The Nine Opening Lines of any Effective Conversation 709.9 Questions That Don’t Work 719.10 Using Charm Without Overdoing It 72Do 739.11 How ‘Sticky’ Is Your Communication? 739.12 Analyse Martin Luther King’s ‘I Have a Dream’ Speech 739.13 Influencing Tactics 74In a Nutshell: Influence and Persuasion 7410 Working with Teams 75Overview 75Think 7610.1 Teamwork: Why Teams Succeed and Fail 7610.2 Teamwork: The Rules 7710.3 Avoiding the Role of Team Problem Solver 7710.4 The Sum of Its Parts 7810.5 The Groupthink of Teamwork 7810.6 Working in Diverse Teams 7910.7 Managing Team Conflict 8010.8 Turnaround Strategies 8010.9 Build an Extended Team 81Do 8210.10 Your Team Style 8210.11 How a Team Develops 8210.12 Build a Team for Life 83In a Nutshell: Working with Teams 8311 Change to Implement Excellence 84Overview 84Think 8511.1 Thinking like Leonardo da Vinci 8511.2 The Soil of Innovation 8511.3 Where Change Starts 8611.4 The Language of Change: 20- 60-20 8611.5 Begin with the Bright Spots 8711.6 Speak to the Elephant as Well as the Rider 87Do 8811.7 How Good Is Good? 8811.8 Develop a T- Shaped Mind 8811.9 From What to What? 89In a Nutshell: Change to Implement Excellence 8912 Recognising Personality Types 90Overview 90Think 9112.1 The Realities of Human Nature 9112.2 Three Levels of Knowing Someone 9112.3 A Simple Lens of Human Understanding 9212.4 Reading Personality – One Good Question 9312.5 Personality and Its Impact on Communication 94Do 9512.6 Who I Need to Understand but Don’t 9512.7 Personality and Team Dynamics 95In a Nutshell: Recognising Personality Types 9613 Get Fluent in Body Language 97Overview 98Think 9813.1 Five Myths about Body Language 9813.1.1 Body Language is 93 Percent of Communication 9813.1.2 Liars Don’t Make Eye Contact 9813.1.3 Crossed Arms Mean Resistance 9813.1.4 Eye Direction Correlates with Lying 9913.1.5 Using Body Language to Make a Positive Impression is Inauthentic 9913.2 The Body Language of Trust and Respect 9913.3 The Body Language of the Alpha Leader 9913.4 The 15 Most Common Body Language Blunders 10013.5 How to Smile 10113.6 Body Language and Cultural Differences 10113.7 Lying 10213.8 Context Is Critical 103Do 10313.9 How Well Do You Read Other People? 10313.10 Tactics for More Effective Body Language 104In a Nutshell: Get Fluent in Body Language 10414 Be Assertive 105Overview 106Think 10614.1 Is Your Thinking Unassertive? 10614.2 Overcoming Shyness 10714.3 Having a Thick or Thin Skin: Dealing with Criticism 10814.3.1 Most Criticism Indicates Progress 10814.3.2 Think Like Buddha 10914.4 Avoiding Embarrassment 10914.4.1 Get Past the Point of Embarrassment 10914.4.2 You’re Rarely in the Spotlight 10914.4.3 Those Who Matter and Those Who Mind 11014.5 Managing Those Moments of Anxiety 11014.6 Managing Mistakes as an Indicator of Assertiveness 11114.6.1 Mistakes Indicate Progress 11114.6.2 Admit Honest Mistakes 11114.6.3 Some Mistakes Matter More Than Others 11114.6.4 Don’t Make the Mistake Worse 11214.7 Assertiveness as the Art of the Apology 11214.8 How to Project Well 11314.8.1 The 4 Ps 11314.8.2 Voice Tips 11314.9 Fundamentals of Presentations 11314.9.1 Avoid Obvious Mistakes 11414.9.2 Prepare for Presentations 11414.9.3 Know Your Topic in Detail 11414.9.4 Speak with Power 11414.9.5 Simplicity 11514.9.6 End Well 115Do 11514.10 How to Be Assertive 115In a Nutshell: Be Assertive 116Index 117