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VIDEOS FOR COURSE CONTENT
1. The 3 V’s of communication
We are constantly communicating, even when we are not speaking!
The 3 V’s of communication demonstrate the need to ensure our body
language is aligned with our words and tone of voice if we want our
messages to be well received.
The 3 V’s looks like this:
Visual 55% impact - Body language: facial expressions, gestures,
appearance
Vocal 38% impact - Tonality: pace of delivery, volume, pausing,
clarity
Verbal 7% impact - Language: words, terminology, concise
These percentages do not mean the words aren’t important, they
demonstrate that people are more likely to be impacted by our body
language than our words if what they are seeing and feeling are not aligned
with what they are hearing.
For example if you say ‘I really care about my patients’ but the delivery lacks
any vocal emphasis and your body language shows a lack of interest (looking
at the floor, writing while you’re speaking, no smile) people are less likely to
believe what you are saying. Now say it whilst giving eye contact, smiling &
well postured and the whole feeling changes!
It’s not just what you say but how you say it… Remember the 3 V’s when
interacting with patients, visitors, team members and even in your social
interactions too! (209 words)
2. Time Management – It’s in Your Hands
Time is precious and with all that goes on in life it sometimes may feel like
there isn’t enough of it… ‘There aren’t enough hours in the day’ is a common
phrase. But we all have the same amount of time, its how we spend it and
how we prioritise things in it that makes the difference to our success.
The Stephen Covey matrix suggests there are 4 categories in which we can
place the many things we have to (and want to do):
Important – these are the goal driven activities that move us forward to where
we want to be.
Not Important – these are activities that do not impact your strategy.
Urgent – these are activities that have deadlines tied to them and can often
be mistaken as important when in actual fact they are just urgent. There is a
time pressure but that does not automatically tie the activity to something
that will help you meet your goals
Not Urgent – these are the activities where there are no time pressures but
can eat away at your time.
Let’s review them when combined:
Anything Important & Urgent – get done now! They are goal driven but have
deadlines too. This could be life saving work.
Anything important & Not Urgent – plan these into your schedule, breaking
down any large tasks over a period of time. These are the things that help you
meet your work and life goals. The key reports you have to produce, clearly

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structured handovers, relationship building, your personal & professional
development, developing your team.
Anything Not Important & Urgent – It seems important because it has a
timeframe but it doesn’t actually aid your goals. It is a common mistake for
people to get caught up with these types of task but they need to be dealt
with quickly, delegated or assertively refused.
Anything Not Important & Not Urgent – These are escape activities and
timewasters; perhaps the things you do when procrastinating like ‘over’
surfing the web! Avoid them because they serve little if any purpose.
Time is what you make of it! (345 words)
3. A Quick Introduction to the Marketing Mix
The Marketing Mix is a practice tool used to determine a product’s offer. It is
associated with the 4 P’s of marketing however we are going to look at the 7
P’s of marketing as these relate to the service industry.
The 7 P’s are:
Product – You have to create a clear definition of your product and services
that help the customer make an informed decision
Price – This is the investment customers pay in order to purchase your
products and services. You have to consider price setting, discounting,
guarantees, payment terms as well as credit collection.
Place - This is your practice’s location, whether it has a store front, distributors,
the logistics and the potential to sell products or services online.
Promotion – This refers to the channels you use to communicate the benefits
and value of your product to consumers, persuading them to become
customers of your practice.
People – Your people are your practice so getting the right people in the right
roles with the right skills is essential.
Process – These are the easy to follow steps of ‘how we do things’ enabling
staff to be more proactive to their level of authority and ability
Physical Environment – All the necessary paperwork that supports the
practice’s services make up the physical environment.
It’s all about getting clear on the 7 P’s and ensuring they are all addressed in
your marketing plan. Use the marketing mix to plan your practice’s marketing
success! (240 words)
4. The 4 Key Components of the Learning Cycle
Understanding how we learn is a key component for designing and delivering
an effective training session. The learning cycle provides 4 stages for
consideration:
Action – This is where the learner actually does something. It’s the hands on
activities providing a real life experience
Review – This is giving the learner time to reflect on what has been learnt. It’s
about processing the experience
Interpret – This stage is all about pulling out the key learning points and
drawing conclusions
Plan – Applying the learning to other situations such as the workplace

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In your practice or hospital environment you are constantly going through this
learning cycle.
1. Think about a task you had to do – how did it progress? How did you feel as
it progressed? What choices did you have? (Action)
2. What was important to you? What skills, qualities and abilities did you use?
What could have gone better? What improvements could be made?
(Review)
3. What conclusions can you draw from the experience? What have you
learnt? (Interpret)
4. What might you do differently next time? What risks might you take?
Who might help you? What resources would be useful?
Create effective learning; implement the 4 stages of the learning cycle!
(200 words)
5. Four Steps to Team Building
Wouldn’t it be great if you could bring people together and they formed the
perfect team with little effort? Reality tells us this is rarely if ever the case.
According to Bruce Tuckman’s group development theory teams go through
a number of stages before they become effective and cohesive.
So let’s review the four stages of team formation.
1. Forming: There is a high dependency on the leader to direct and guide the
team. Quite often roles and responsibilities are unclear and the leader needs
to be on hand to answer questions.
2. Storming: At this stage decisions don't come easily within the team.
Members of the team vie for position as they attempt to establish themselves
in relation to other team members and the leader. Power struggles occur and
the need to get the team refocused on the goal is a necessary step.
3. Norming: The team are now largely in agreement and respond well to
facilitation by the leader. Roles and responsibilities are clear, accepted and
big decisions are made by group agreement.
4. Performing: The team is more strategically aware at this point; the team
knows clearly why it is doing what it is doing and has a shared vision, able to
stand on its own feet with no interference from the leader.
Accept that there will be conflict at times but with strong leadership,
encouragement and support your team can and will perform effectively!
(238 words)
6. SMART Goal & Objective setting
Have you ever wanted to achieve something and no matter how much you
wanted to it just didn’t happen? Not enough time, not knowing where to
start, not clear if you can actually achieve it; there are many reasons why the
majority of the population do not set goals with SMART objectives yet writing
them down helps to articulate the aim and map out a clear path to
achieving it.
SMART helps you to create goals and objectives that are effective. Let’s go
through the 5 steps:

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Specific – ensure that objectives state very clearly what is to be done, by
when and by whom
Measurable – these are the markers that keep you on track and can be
deadlines to get certain tasks towards the overarching goal
completed, it can be the smaller tasks that contribute to the
success of the goal.
Assigned – who will do what? This helps you to consider help required
Realistic – know that the objectives are realistic in relation to the timeframe
and ability
Time Specific – every objective requires a start date and a deadline
When all of these are integrated into you goal setting efforts you are far more
likely to see their possibility and far more likely to see them through.
Get SMART! Set goals and objectives that support you, your practice and your
team (220 words)
7. Six Key Steps to Creating a Strategy
Whatever your desired practice goal, having a strategy is necessary for you
and your team to achieve success. Here we review the 4 key steps to
creating a strategy.
Create A Vision – This is the visual message used to communicate to staff
where you intend the practice to be in the future. It provides guidance and
inspiration on what your practice is focused on achieving in five, ten, or even
15 years. It is where you are going.
Know Your Mission – This defines the present state or purpose of your practice:
what it does, who it does it for and how it does it, summed up in a couple of
sentences. It is the reason for existing.
Set Your Core Values – These are the guiding principles that dictate the
behaviour and actions of the practice and its staff. They help people to
understand what is right, wrong and whether they are heading in the right
direction.
Identify Your Strategic Areas of Focus – This is the segment of the market you
wish to focus on attracting and delivering your services to
Create Strategic Goals – These are the steps required to fulfill your vision
Implement Action Plans – These focus on communicating and implementing
the steps necessary to bring the goals to life, identifying who will do what by
when.
With a strong strategy in place you have the perfect platform from which to
launch your practice! (234 words)
8. Action Centred Learning
Prof John Adair created the Action-Centred Learning model, a simple
leadership and management model that illustrate the three core
management responsibilities. Let’s take a look at each:
Achieving the task – this is where you identify the aims and vision for the
group, the purpose and the direction.
Managing the team or group – here you establish, agree and communicate
the standards of performance and behaviour so that everyone knows what is
expected of them. It is also focused on motivating and team building work.

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9. Managing individuals – here you seek to understand the team
members as individuals –their personality, skills, strengths, needs, aims
and fears. This is achieved through coaching, counselling, developing
and motivating.
By managing these three areas you ensure, as the leader, that everyone gets
the attention they require, that everyone is encouraged to be an active part
of the team and that goals set are achieved! (147 words)
10. Motivation Matters
Just what is it that motivates people? As a leader you have a responsibility to
understand what motivates your team and you of course, but it’s not always
as straightforward as we think.
Too often money is seen as the ultimate motivator yet when you review the
many studies and research carried out on the subject of motivation the
Herzberg Theory stands the test of time.
The two-factor theory (also known as Herzberg's motivation-hygiene theory)
states there are certain factors in the workplace that cause job satisfaction,
while a separate set of factors cause dissatisfaction.
The factors that cause dissatisfaction when they are not met are:
Salaries & benefits
Inter personal relationships
Job security
Working conditions
Work/life balance
Note that they do not heighten satisfaction or necessarily increase motivation.
The factors that cause high motivation, high satisfaction and strong
commitment are:
A sense of personal achievement
Recognition
Challenging, stimulating work
Responsibility
Opportunity for advancement
Promotion
Growth
The lesson here is to acknowledge the importance of getting to know the
individuals on your team, what motivates them, giving plenty of recognition,
investing in their development and giving them opportunities to grow through
challenging pieces of work. Motivation Matters! (197 words)
11. Getting To Know Your Numbers – The Income Statement
The income statement, also known as the profit & loss sheet, is one of the
major financial statements you’ll need to complete for your practice.
The income statement shows the profitability of your practice during a stated
period.
The income statement covers three main areas: Revenues, expenses and
gains or losses. Let’s take a look at each three and what they include.

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Revenues – refer to all the money being generated into your practice from
your main services, any secondary services (products you may offer for
purchase) and also includes things like gains made on the sale of long term
assets or gains from lawsuits.
Expenses – refer to the costs incurred by your practice. These expenses can
be related to your primary services (the equipment you need), any costs
related to your secondary services as well as losses loss on the sale of long
term assets or loss on lawsuits.
Gains/Loss - If the net amount of revenues/gains minus expenses/losses is
positive, the bottom line of the profit and loss statement is labelled as a net
income. If the net amount (or bottom line) is negative, there is a net loss.
Remember, revenues occur when money is earned, receipts occur when
cash is received.
Get savvy, get to know your figures! (210 words)
The above videos can be used in the following courses:
Effective teams, Customer service & Drs patient communications – 3 V’s,
Personal Effectiveness & Time Management for Drs – Covey Matrix
Marketing – Marketing Mix
Train the Trainer – Learning cycle
Effective Teamwork - Tuckman’s Team Development
Leadership & Management – Action Centred Learning
Your Future Practice – 6 Step Strategy
Personal effectiveness & TTT – SMART goals
Drs team communications – Motivation (Herzberg)
Accounts for non finance - financial

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Revenues – refer to all the money being generated into your practice from
your main services, any secondary services (products you may offer for
purchase) and also includes things like gains made on the sale of long term
assets or gains from lawsuits.
Expenses – refer to the costs incurred by your practice. These expenses can
be related to your primary services (the equipment you need), any costs
related to your secondary services as well as losses loss on the sale of long
term assets or loss on lawsuits.
Gains/Loss - If the net amount of revenues/gains minus expenses/losses is
positive, the bottom line of the profit and loss statement is labelled as a net
income. If the net amount (or bottom line) is negative, there is a net loss.
Remember, revenues occur when money is earned, receipts occur when
cash is received.
Get savvy, get to know your figures! (210 words)
The above videos can be used in the following courses:
Effective teams, Customer service & Drs patient communications – 3 V’s,
Personal Effectiveness & Time Management for Drs – Covey Matrix
Marketing – Marketing Mix
Train the Trainer – Learning cycle
Effective Teamwork - Tuckman’s Team Development
Leadership & Management – Action Centred Learning
Your Future Practice – 6 Step Strategy
Personal effectiveness & TTT – SMART goals
Drs team communications – Motivation (Herzberg)
Accounts for non finance - financial