14 Aug 2017

The Art (and Science) of Excellent Mentoring

The Art (and Science) of Excellent Mentoring

This series provides evidence-based rules of engagement for developing high-impact mentoring relationships and addresses some of the most salient and consistent ethical challenges and tensions for mentors in any organization or context. *This series does not yet offer CE credit.

The two-part series includes the following topics:

Becoming a Master Mentor

Learn the interpersonal habits and behavior strategies of Master Mentors, including techniques for forming and managing effective mentorships.

Ethical Issues in Mentoring Relationship

Utilizing a mentoring Code of Ethics and ethics vignettes, this workshop emphasizes the values, attitudes, and behaviors of ethically conscientious mentors.

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14 Aug 2017

Ethical Issues in Mentoring Relationships

Decades of research indicates that mentorships lead to significant positive career and personal outcomes for mentees.  But mentoring relationships are also interpersonally complex, fluid, ever evolving, and sometimes dysfunctional.  This workshop addresses some of the most salient and consistent ethical challenges and tensions for mentors in any organization or context.  Mentoring relationships are framed as fiduciary relationships in which mentors own a fundamental obligation to avoid harm to the mentee and to promote the mentee’s best interests whenever possible.  Utilizing a mentoring Code of Ethics and ethics vignettes, this workshop emphasizes the values, attitudes, and behaviors of ethically conscientious mentors.

Learning Objective
Describe at least 5 of the principles bearing on ethical mentorship.

*This program does not offer CE credit.

W. Brad Johnson, PhDPresenter
W. Brad Johnson is Professor of psychology in the Department of Leadership, Ethics and Law at the United States Naval Academy, and a Faculty Associate in the Graduate School of Education at Johns Hopkins University. A clinical psychologist Dr. Johnson is a fellow of the American Psychological Association and recipient of the Johns Hopkins University Teaching Excellence Award. Dr. Johnson is the author of numerous publications including 13 books, in the areas of mentoring, professional ethics, and counseling. His most recent book is: Athena Rising: How and Why Men Should Mentor Women (2016, with David Smith).

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10 Aug 2017

Becoming a Master Mentor

This practical workshop provides evidence-based rules of engagement for developing high-impact mentoring relationships. Topics include the interpersonal habits and behavior strategies of Master Mentors, including techniques for forming and managing effective mentorships. The instructor emphasizes theory-supported and evidence-based mentoring strategies. This workshop is also dedicated to helping organizational and educational leaders think in an informed way about the key ingredients of a strong mentoring culture and various structures for increasing both the prevalence and efficacy of mentoring in their organizations.

Learning Objective
Articulate at least 10 salient practices of Master Mentors.

*This program does not offer CE credit.

W. Brad Johnson, PhDPresenter
W. Brad Johnson is Professor of psychology in the Department of Leadership, Ethics and Law at the United States Naval Academy, and a Faculty Associate in the Graduate School of Education at Johns Hopkins University. A clinical psychologist Dr. Johnson is a fellow of the American Psychological Association and recipient of the Johns Hopkins University Teaching Excellence Award. Dr. Johnson is the author of numerous publications including 13 books, in the areas of mentoring, professional ethics, and counseling. His most recent book is: Athena Rising: How and Why Men Should Mentor Women (2016, with David Smith).

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21 Jul 2017

Leadership: A Three-Part Series

Leadership: A Three-Part Series

In this 3-part web series, you'll learn the fundamentals of servant leadership, a leader or an organization that seeks first to serve others. The presentations cover effective communication, managing people and processes and positively transforming people and organizations. *This series is eligible for CE credit. Earn 1 CE credit for each session.

Each program runs about 1 hour:

Leadership and Communication

No communication skill is more important than listening. Knowing the basic barriers and shortfalls of communication and doing something about them is a big step in improving our ability to communicate effectively.

Leading and Managing People and Processes

In order to accomplish a mission, establishing a process is important. However, people complete the processes and ensure the mission is accomplished. Learn the importance of maintaining a dual focus on people and processes.

Leaders Implementing Positive Change

It takes strong leadership to help people and an organization transition in order to make a change. Change is the event, transition is the means of getting there. Learn what it takes to implement positive change by focusing on the transition process.

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20 Jul 2017

Leaders Implementing Positive Change

Leaders and managers should seek to positively transform people and organizations. Do not confuse the words “change” and “transition.” Change is the event, transition is the means of getting there. Certainly it takes a true vision to know where to go and the changes to make. But it takes strong leadership and management knowledge and skills to help the people and the organization transition in order to make the change. Communicator and leadership expert John A. Kline shares from his own experiences and those of others just what it takes to implement positive change by focusing on the transition process.

Learning Objective
Implement positive change.

John Kline, PhDPresenter
John A. Kline, (PhD, Iowa 1970) was a college professor, then from 1975-2000 the Air Force expert in Communication and Leadership. In 1986 he achieved Civilian (SES) status equivalent to a two-star general. From 1991 until 2000 he was the Air University Provost with responsibility for faculty, academic programs, libraries, technology, budget and support of 50,000 resident and 150,000 distance-learning students annually. Kline has written several books and many published articles, and is now the Distinguished Professor of Leadership and Director of the Troy University Institute for Leadership Development. He focuses on servant leadership and seeks to make a positive difference in the lives of others.

 

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17 Jul 2017

Leading and Managing People and Processes

Some leaders and managers focus primarily on the process, task, or mission.  Others focus on the people. Which is best? The military phrase: “Mission First, People Always” says it well.  To be effective, those in charge must focus on both.  Obviously the mission must be accomplished, therefore, the process is important.  However, people complete the processes and ensure the mission is accomplished. Leaders and managers must have a dual focus. Communication and leadership expert John A. Kline, PhD, shares from his experience of managing and leading groups with a handful of people to organizations of thousands.

Learning Objective
Comprehend the importance of maintaining a dual focus on people and processes.

John Kline, PhDPresenter
John A. Kline, (PhD, Iowa 1970) was a college professor, then from 1975-2000 the Air Force expert in Communication and Leadership. In 1986 he achieved Civilian (SES) status equivalent to a two-star general. From 1991 until 2000 he was the Air University Provost with responsibility for faculty, academic programs, libraries, technology, budget and support of 50,000 resident and 150,000 distance-learning students annually. Kline has written several books and many published articles, and is now the Distinguished Professor of Leadership and Director of the Troy University Institute for Leadership Development. He focuses on servant leadership and seeks to make a positive difference in the lives of others.

 

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11 Jul 2017

Leadership and Communication

In one of his published articles, communication expert John A. Kline said, “If you can’t communicate, don’t try to lead.” But what is effective communication? Effective communication is more than just speaking or writing effectively; effective communication is simply the effective sharing of meaning. And no communication skill is more important than listening. Knowing the basic barriers and shortfalls of communication and doing something about them is a big step in improving our ability to communicate effectively. Kline shares basic insights and real life stories about his lifelong quest to become a better communicator.

Learning Objective
Apply skills that improve my communication skills.

John Kline, PhDPresenter
John A. Kline, (PhD, Iowa 1970) was a college professor, then from 1975-2000 the Air Force expert in Communication and Leadership. In 1986 he achieved Civilian (SES) status equivalent to a two-star general. From 1991 until 2000 he was the Air University Provost with responsibility for faculty, academic programs, libraries, technology, budget and support of 50,000 resident and 150,000 distance-learning students annually. Kline has written several books and many published articles, and is now the Distinguished Professor of Leadership and Director of the Troy University Institute for Leadership Development. He focuses on servant leadership and seeks to make a positive difference in the lives of others.

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06 Jul 2017

Improving Practice Delivery Series

Improving Practice Delivery Series

From the solo practice to the large group practice, whether for profit or not-for-profit, the concepts presented in this series can help strengthen the organization in which services are delivered. *This series is eligible for CE credit. Earn 1 CE credit for each session.

The four 90-minute programs focus on:

How to Create and Implement a Vision for Your Practice

Learn about creating an over-arching vision for your practice and how to use it to guide both clinical and practice/administrative decisions.

Managing Staff and Organizations in Support of Practice Excellence

Learn how to promote excellence in service delivery via employment contracts, policies and procedures, and mentoring to advance staff development.

Expanding the Scope of Your Practice to Address the Needs of the Community

Keep your practice relevant by positioning it to meet the changing needs of the community you serve.

Practice Health Metrics

Keep your practice thriving and growing by tracking your basic metrics (accounts receivables, referral patterns, productivity, etc.), thus assuring the overall health of the practice for the future.

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06 Jul 2017

Practice Health Metrics

Practices of any size need to be viable (whether for- or not for-profit) to serve the community. It is essential to track and understand basic metrics to make day-to-day decisions about the practice and to facilitate strategic planning. Assuring the overall health of the practice enables you to provide innovative patient care and service delivery. During this presentation you will learn about:

• Types of measures (accounts receivables, referral patterns, productivity, etc.)
• Keeping it simple, pertinent and doable
• Using a dashboard
• Loss prevention
• Improving patient care
• Strategic planning

Learning Objective 1
Participants will be able to describe different types of practice metrics.

Learning Objective 2
Participants will be able to analyze basic practice metrics.

Learning Objective 3
Participants will be able create or modify a strategic plan based on practice metrics.

ZimmermanPresenter
Dr. Jeff Zimmerman has been in independent practice for over 35 years in solo practice and as founding and managing partner of an inter-disciplinary multi-site group. Dr. Zimmerman is a founding partner of The Practice Institute, LLC. He is President of the Society for the Advancement of Psychotherapy, Division 29. Dr. Zimmerman is co-author of The Ethics of Private Practice: A Guide for Mental Health Clinicians. He is co-editor of a soon to be released book entitled the Handbook of Private Practice: Keys to Success for Mental Health Practitioners and is Editor of Practice Innovations, the journal of Division 42.

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30 Jun 2017

Expanding the Scope of Your Practice to Address the Needs of the Community

Communities have unique needs (e.g., serving veterans, the underserved, disaster relief, health challenges, etc.) which may change over time. Positioning to meet these needs can better serve the community and make your practice relevant. Learn how to address these needs and make them available to your community. During this presentation you will learn the following:

• Incorporating your vision into niche development
• Using research to build a niche
• Niches and managed care
• Ethics and scope of practice (training and mentorship)
• Marketing a niche practice

Learning Objective 1
List practice niches outside of managed care.

Learning Objective 2
Describe how research can be used to build and market a niche practice.

Learning Objective 3
Describe key ethical considerations that need to be addressed when building a niche practice.

ZimmermanPresenter
Dr. Jeff Zimmerman has been in independent practice for over 35 years in solo practice and as founding and managing partner of an inter-disciplinary multi-site group. Dr. Zimmerman is a founding partner of The Practice Institute, LLC. He is President of the Society for the Advancement of Psychotherapy, Division 29. Dr. Zimmerman is co-author of The Ethics of Private Practice: A Guide for Mental Health Clinicians. He is co-editor of a soon to be released book entitled the Handbook of Private Practice: Keys to Success for Mental Health Practitioners and is Editor of Practice Innovations, the journal of Division 42.

 

 

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