After my presentation on High Engagement Leadership at the September 2019 Pankey Annual Meeting, a few people asked me about a term that I used in the presentation, VUCA. The acronym VUCA stands for volatility, uncertainty, complexity, and ambiguity—the challenges that we face in today’s world. The term originated in the late 1980s from a thought leader named Warren Bennis. Bennis was known for shaping the concept of authentic leadership, which at its center is the value of being true to one’s self.  

VUCA = Volatility, Uncertainty, Complexity, and Ambiguity 

Complexity in our culture and rapid change are our challenges as leaders. How shall we use all our creative gifts and talents to develop as leaders and influencers in a world that thrives on VUCA? 

The answer might be to start by deepening the trust we have in ourselves. Our ability to navigate through the noise and distractions of today requires high trust in self and a willingness to believe that others will follow us. 

In his recent book ‘Deep Work‘, Cal Newport describes the value of quiet focus in a formula defined by Adam Grant:  

High-Quality Work Produced = (Time Spent) X (Intensity of Focus) 

Slowing things down and eliminating the distractions around us can increase our productivity exponentially. As with exercising, when we commit to uninterrupted focus time, we tend to develop a resilience muscle that is strong when times are complex and distracting. When we are more focused and stay calm in our role as leaders, others appreciate this gift we bring to them—and there is likely to be another ripple effect, development of trust in ourselves.  

Reactivity is hard-wired into all of us!

By definition reactivity is an autonomic function related to a perception of threat. When pressure and stress go up in a busy dental practice, reactivity tends to raise its ugly head.

Knowing Yourself is Hard Work.

From experience I know that seeing reactivity in others is usually easier than seeing it in myself, but I’ve learned to periodically focus on my emotional situation. I’ve learned that one of the best practices I can strive to embrace is to become a “step down transformer.” This means I focus on being someone who converts high-voltage, low-current power into low-voltage, high-current power. By taking in all of the energy and refocusing it in a positive and more relaxed direction, patients and team members are apt to feel better.

In the presence of ongoing stress—which easily produces an undercurrent of anxiety and reactivity, being less anxious will help others be calm. Stop and observe what is going on in your practice emotional system. Respond calmly and thoughtfully to allow time for others to reboot.

Your team and patients want you to be their guide.

As you work on yourself, you will see how much they appreciate the model of calmness you give them. By leading with calmness, you are creating an environment in which people can be their best and feel competent. Now, that’s leadership!

How we demonstrate leadership outside the practice inevitably impacts how we lead once we return. That’s why it’s beneficial to seek out opportunities for growth wherever we can. Choosing to hold a leadership role is one particularly impactful way of doing this.

Leading Outside the Dental Practice

Re-connecting with dentistry and friends in Chicago in mid-February has been a very significant part of my journey in dentistry. The energy and buzz of new technology, new research findings and great speakers is always invigorating. But it’s not just the CDS Mid-Winter that brings me out to the Windy City in February. It’s also the smaller focused groups that make Chicago very significant and special.

The AES, APS, AAFD, AOD AARD and Lab Day are the crown jewels of dentistry that all meet over 5 days. The Chicago mid-winter vibe always reminds me of a family reunion where we catch up with each other and reboot our love for dentistry together. Over the last 30 years, I  have attended meetings held by all of the groups mentioned above.

The place I’ve chosen to plug in and serve in leadership has been the American Prosthodontic Society (APS). Founded in 1928, the APS has always been a voice for collaboration between the specialist, the generalist with interest in the discipline, and the laboratory technologist.

In 1960, LD Pankey served as President. This year, the APS will be celebrating their 90th annual meeting. For the first time in dentistry they will be installing a laboratory technologist as President. I am very grateful for the APS and its voice of commitment to quality learning and leadership in the discipline of restorative care for the patients we serve.

Taking on leadership in an organization like APS is the type of experience that can translate back to better working relationships at home.