About Jeffrey N. Trestor, DDS, MAGD

Build your relationships first….then your dentistry. ~ Bob Barkley

About Jeffrey N. Trestor, DDS, MAGD

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Jeffery N. Trester, DDS, MAGD is a 1973 graduate of Northwestern University School of Dentistry. He has a broad and deep professional background, including: A General Dentistry residency with the USPHS Indian Health Service, Director of Pedodontics at Mt. Zion Hospital and Medical Center San Francisco, CA, Master level of the Academy of General Dentistry, Board President of the Southern California Academy of General Dentistry, Member of the LD Pankey Dental Foundation, and Member and President of the LD Pankey Study Club of Southern California.

Jeff has authored several articles which have appeared in A Manual of Hospital Dentistry, General Dentistry, GP News, and Dental Economics. He has a solo private practice focused on complex restorative dentistry & orthodontics in Ventura, California.

By Jeffrey Trester

Contributing Writer

George, my patient of 15 years, was in a wheelchair, a whisper of the man he was five years ago. He was not more than a skeleton with skin, really. Cancer does that to a person. His legs had braces because they were too weak to support his body alone, and his back was hunched over, I suspect from the invasion of the disease into his spinal column, or maybe he was just too weak to sit up straight. 

The old George I used to know always wore a western belt with a big silver buckle, and a smile. But that day, he was too bent over for me to even tell if he was wearing a belt at all. The boyish face that had remained young even after we had both watched his children grow up, was drawn and tired from too much suffering. The bone cancer, like the bullets of a hidden sniper, had put holes in his bones; holes that now leaked their poison into the other parts of his body.

Before multiple myeloma struck, our conversations were of Indians, sand-cast silver buckles and rings, turquoise and places in the Southwest we had both visited; places such as Flagstaff, Sedona, Betatakin, Canyon de Chelly and Winslow, where I lived for awhile. He would tell me about his travels to Utah and Arizona on vacation with his family, and he would take delight in my stories about Navajo children in Chilchimbito, Dilkon, and Dinehotso. We’d talk about how blue the sky was and how clean and sweet and dry the air was to breathe.

At one time, I had been a dentist on the Navajo Indian reservation – sort of a southwestern “Northern Exposure” on the “res.” George’s love of the Southwest created an immediate interest and affinity when we first met. But this particular day, he talked only about the shunt in his left arm that they had been using for dialysis. 

These shunts are large tubes to which the dialysis machine is attached; they are inserted into veins and protrude through the skin. He had shunts in both arms, but the shunt in his left arm wasn’t being used, and he lamented how bad it looked and how he wished they would take it out. He had asked, but been ignored. I wished I could do it for him. 

The reality is that the medical establishment of today often places little or no value on patients’ emotional needs. Those who were once “doctors” have now become “providers.” Those who were once “patients” have become “subscribers.” Words are powerful forces that change the way we think about people: If you are just a provider, why care if a subscriber loses his dignity? “He probably won’t live long, anyway.” 

I think of George sometimes when I see a piece of Navajo jewelry or a rug, or when I revisit the Southwest – as I sometimes do – and I am sitting on a Utah plateau in a quiet, red–rocked, remote cliff dwelling while looking down into a sand-washed ancient canyon laced with a silver stream and dotted with spring-green cottonwood trees. I think of him, too, when I am tired and out of patience and have to restrain myself from treating patients as subscribers instead of people.

When he left on that last day, I wanted to hug him because I knew I would probably never see him again. But I did not. I will always be sorry about that.

Jeffrey Trester, DDS, MAGD, has been in private practice since 1979. Prior to receiving his Mastership in the Academy of General Dentistry, he served in the U.S.P.H.S. and completed a two–year general practice residency. Dr. Trester has studied at the Pankey Institute. He is the father of UCSF pharmacy student Marissa Trester. Contact him by e–mail atjeffreyventura@earthlink.net.

 

This article first appeared in the October 14, 2010 issue of Synapse.

 Editor’s Commentary:

This is a wonderful story, certainly one that we can all relate to as well. Personally, I have a handful of patients in an “end stage” situation in their life. I am always impressed by their courage and resiliancy. These are typically older patients who are of “the greatest generation”, those who survived WWII experiences at home or abroad and so forth. Some are younger, but they all have “grit” and tremendous character.

These are attributes which I see less and less often today, as our culture is much more “me centered”. As a result, these people are a true breath of fresh air, and – I believe- are showing us a much more virtuous way to live.

On another note, I can relate to Jeff’s comment about his regrets about not hugging his patient. Many of us were raised in homes where hugging (particularly among the males) just did not happen. We habitually learned that touching of that nature was inappropriate….perhaps even a violation of our own or the other person’s boundary. In those cases, we need to become more self-ware and re-learn some new patterns of interaction.

I also think that today’s culture has moved too far in the other direction, where hugs are often given to those who are not ready to recieve them. Finding the middle ground is the key….being sensitive to readiness for a little bit of authentic love. And we all can use more of that.

Thanks Jeff. 

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                                                                                Clear Thinkers

 

Joy in looking and comprehending is nature’s most beautiful gift.
Albert Einstein

 

When I was a  resident in general dentistry 35 years ago, I was lucky to have as my orthodontic instructor Dr. Donald (Skip) Ferguson.  At the time he was a relatively new orthodontist in private practice who, besides running the orthodontic portion of the residency program at Mt. Zion Hospital in San Francisco, was also doing research on bone biology at the University of the Pacific under Dr. Gene Roberts.  Skip eventually went on to publish a number of papers of his own and to head orthodontic programs at Boston University, Marquette University, St. Louis University, and now is Dean of Post Graduate Dental Education at a university dental school in Dubai.  Gene Roberts, D.D.S., PhD is now Professor Emeritus of Orthodontics at Indiana University and is highly respected in the field of bone physiology and treatment planning. At the time I knew Skip, he regarded Gene with an almost reverential awe.   Skip was a great teacher; we had about 3- 5 selected literature articles to read and discuss each week, and each resident (there were just 3 of us) saw several orthodontic patients needing a variety of major and minor orthodontic treatment. By the end of my second year we had covered a lot of territory in the orthodontic literature on everything from bone physiology and healing as it relates to tooth movement, to diastema closure, rapid palatal expansion, and the roles of muscles in malocclusion; and had done a number of minor types of orthodontic tooth movements suitable for the general dentist, and at least one full banded case. 

I tell you all this to give you a picture of the background of how I came to learn about the concept of “clear thinkers”. Skip and I spent many evenings after the clinic closed and after making hospital rounds discussing a number of clinical and more esoteric topics.  Skip taught from the Socratic model which is that you may have the knowledge to know the answer, or at least what should be your next step; you just have to be led to discover it. The Socratic Method teaches disciplined thinking.  Questions were often answered with another question, the goal being to get you to think rather than just talk.  I’m reminded of the scene from the movie, “The Paper Chase” where, at the Harvard Law School, Professor Charles W. Kingsfield  tells the brilliant young law student Hart, who comes from Minnesota, “You teach yourselves the law. I train your minds. You come in here with a skull full of mush, and if you survive, you’ll leave thinking like a lawyer.” One of those esoteric topics was the topic of what constitutes a “clear thinker”.  “Clear Thinker” was a term Skip used to describe certain gifted colleagues. Gene Roberts was one of those that Skip regarded as a “clear thinker”.  As a side note, the Socratic method is best used in a one on one teaching environment.  It is not well suited for a lecture paradigm.  I hope that every young dentist is blessed to find a mentor who is a clear thinker, even if for a short time. Becoming a clear thinker helps in learning to learn.

What is a “clear thinker”?  This, as it turns out, is difficult to define, but not too difficult to recognize.  Basically a “clear thinker” is someone who can see through a mass of details and information and focus in on the essence of a problem. This is important because you cannot find a solution until you identify the problem.  These seem to be people with knowledge, wisdom, and perhaps a genetic gift of a superb analytic mind that can combine to problem-solve and teach in a way that simplifies, rather than complicates those tasks.  You know who they are: they’re the Frank Spears, Jay Andersons, Irwin Beckers, Ray Bertolotti’s and others. Although I didn’t know them, it sounds like L.D. Pankey and Henry Tanner were “clear thinkers” also. I have personally known only a handful of these people in my lifetime.  My ex-brother-in-law was one. He started 2 or three companies in the high tech medical fields and took one public.  My chief of staff at Mt. Zion Hospital where I did my residency was another.  Besides Skip, there have been only 5 or 10  other teachers in the almost 4 decades since I graduated. In my private, practice I think I’ve only known only two specialists who were “clear thinkers”.  

“Clear thinkers” are usually not young (it takes a decade or two to accumulate the knowledge and suffer the slings and arrows of experience necessary); they usually have a sort of quiet patience and understanding.  You wouldn’t be surprised to see them in the robes of a priest, rabbi, or Buddhist monk. Clear thinkers often have a non-professional knowledge base and interests outside the profession that keeps them “anchored”, mentally, and emotionally strong, and provides the link between the professional and non-professional life.  They are aware of universal “truths”. “Clear thinkers” are rarely condescending and get great enjoyment in helping others to “see the light” and achieve understanding. They don’t laugh, ridicule, or make fun of their students’ questions. They like doing what they’re doing.  In psychological parlance, they’re “self actualized”. “Clear thinkers” are humble; they don’t see themselves as “special” but merely dedicated to the task or project(s) at hand. “Clear thinkers” are sure of the principles underlying whatever they do, but also know the boundaries of their expertise, and are not afraid to tell you they don’t know the answer to this or that.  Clear thinkers are often teachers.  Unfortunately, few clear thinkers become politicians, which explain the sad state of affairs in the world today. Clear thinkers rely heavily on making decisions based on experimental data, and therefore read the literature a lot. Clear thinkers listen more than they talk.  They’re disciplined and resist the temptation to talk just to talk to impress or brag.  But when they do talk, every word is loaded. Clear thinkers, I suspect, spend a lot of time just thinking.

To those uninitiated into the ““clear thinker”” paradigm, clear thinkers are sometimes mistakenly categorized as “smart”.  But “clear thinkers” are a sub-group of smart people. When you ask a clear thinker a question, there will usually be a pause before they answer.  I don’t know what they’re thinking, but it seems like they’re pouring all the facts through a sieve in their mind, and out the bottom comes a few of the elements crucial to the answer.  That sieve is what makes a clear thinker more than smart. There are lots of moments of silence when you talk to a clear thinker.  Those moments of silence are exciting because often what follows is something that will be epiphanous for you.

Attempting to arrive at clear thinking makes your own questions clearer and easier to understand. Organizing, simplifying, and giving thought to data and confusions in your own mind before formulating questions, is probably the first step to being a “clear thinker”.  Answers from clear thinkers are often more concise and easier to remember; and therefore progress in learning takes place quicker. I don’t know if I’m a clear thinker. But I’m a clearer thinker than I was back when Skip and I talked.  Like the practice of dentistry as a whole, clear thinking is a worthwhile process of continuous improvement through practice, study (in and outside the profession) and intentional effort.  As Albert Einstein said, “If you can’t explain it simply, you don’t understand it well enough.”

 

 

From a Marathon Runner’s Perspective by Andrea Beerman,DDS

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When I am not in my dental practice, I am a fairly avid runner.  It’s about so much more than just exercise for me. In light of the recent Boston marathon bombing, my love of the sport and my sense of unity with fellow runners has been at the forefront of my mind.

I love long-distance running (and you should know I am not a fast runner at all!)  It is a moving meditation of sorts for me.  I’ll never be the winner of the race unless I am the only one that shows up.  I am one of those runners in the middle of the pack of people.  The people who are in it for the journey – the experience, not just crossing the finish line as quickly as possible.

Amidst this group, a very interesting phenomenon occurs – and truly, I think it is one of the things that keeps me doing races – not just running or jogging on my own.  We form a community our there on the race course.  On many marathon courses in my area, there aren’t too many people around besides the runners – so we support each other with words of encouragement as we cover the distance.  We share our food and anything else we carry.  We exchange pats on the shoulder as we pass each other late in the race and are too tired to talk, and hugs and tears between complete strangers covered in sweat at the finish line.

During my last race, I remember singing a rousing chorus of, “I Feel Good,” by James Brown somewhere around mile 20 with a group of people I’d never met before who burst into song.  And I should also tell you – there have been moments during races, where each step was agonizing and difficult.  I didn’t know if I was going to be able to continue.

Over the 26 miles and all the training runs, there is also plenty of time for quiet contemplation.  I’ve often thought about how at times, I am singing with joy in races, and at others it’s been so hard – I’m not sure I will reach the finish line.  The same has been true on my path of life.  What carries me through the highs and lows is remembering the truth about myself:  I am doing the best I can with what I know.

I’ve heard Dr. LD Pankey, the founder of the Pankey Institute (whose teachings have had a huge influence on my practice and life) once said, “Mercedes never apologizes for last year’s model.”  And so as I learn and grow, I’m learning to look back at last year’s model of myself with love and appreciation.  I’m also committed to surrounding myself with like-minded people who will push me to stay on my learning edge and draw out the potential I have within.

My very best to you in your journey.

Andrea

   [MSOffice1]

Jeffery Trester, DDS, MAGD on Clear Thinkers

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By Jeffery Trester, DDS, MAGD

Contributing Writer

Clear Thinkers

 

Joy in looking and comprehending is nature’s most beautiful gift.
Albert Einstein

 

When I was a  resident in general dentistry 35 years ago, I was lucky to have as my orthodontic instructor Dr. Donald (Skip) Ferguson.  At the time he was a relatively new orthodontist in private practice who, besides running the orthodontic portion of the residency program at Mt. Zion Hospital in San Francisco, was also doing research on bone biology at the University of the Pacific under Dr. Gene Roberts.  Skip eventually went on to publish a number of papers of his own and to head orthodontic programs at Boston University, Marquette University, St. Louis University, and now is Dean of Post Graduate Dental Education at a university dental school in Dubai.  Gene Roberts, D.D.S., PhD is now Professor Emeritus of Orthodontics at Indiana University and is highly respected in the field of bone physiology and treatment planning. At the time I knew Skip, he regarded Gene with an almost reverential awe.   Skip was a great teacher; we had about 3- 5 selected literature articles to read and discuss each week, and each resident (there were just 3 of us) saw several orthodontic patients needing a variety of major and minor orthodontic treatment. By the end of my second year we had covered a lot of territory in the orthodontic literature on everything from bone physiology and healing as it relates to tooth movement, to diastema closure, rapid palatal expansion, and the roles of muscles in malocclusion; and had done a number of minor types of orthodontic tooth movements suitable for the general dentist, and at least one full banded case.

I tell you all this to give you a picture of the background of how I came to learn about the concept of “clear thinkers”. Skip and I spent many evenings after the clinic closed and after making hospital rounds discussing a number of clinical and more esoteric topics.  Skip taught from the Socratic model which is that you may have the knowledge to know the answer, or at least what should be your next step; you just have to be led to discover it. The Socratic Method teaches disciplined thinking.  Questions were often answered with another question, the goal being to get you to think rather than just talk.  I’m reminded of the scene from the movie, “The Paper Chase” where, at the Harvard Law School, Professor Charles W. Kingsfield  tells the brilliant young law student Hart, who comes from Minnesota, “You teach yourselves the law. I train your minds. You come in here with a skull full of mush, and if you survive, you’ll leave thinking like a lawyer.” One of those esoteric topics was the topic of what constitutes a “clear thinker”.  “Clear Thinker” was a term Skip used to describe certain gifted colleagues. Gene Roberts was one of those that Skip regarded as a “clear thinker”.  As a side note, the Socratic method is best used in a one on one teaching environment.  It is not well suited for a lecture paradigm.  I hope that every young dentist is blessed to find a mentor who is a clear thinker, even if for a short time. Becoming a clear thinker helps in learning to learn.

What is a “clear thinker”?  This, as it turns out, is difficult to define, but not too difficult to recognize.  Basically a “clear thinker” is someone who can see through a mass of details and information and focus in on the essence of a problem. This is important because you cannot find a solution until you identify the problem.  These seem to be people with knowledge, wisdom, and perhaps a genetic gift of a superb analytic mind that can combine to problem-solve and teach in a way that simplifies, rather than complicates those tasks.  You know who they are: they’re the Frank Spears, Jay Andersons, Irwin Beckers, Ray Bertolotti’s and others. Although I didn’t know them, it sounds like L.D. Pankey and Henry Tanner were “clear thinkers” also. I have personally known only a handful of these people in my lifetime.  My ex-brother-in-law was one. He started 2 or three companies in the high tech medical fields and took one public.  My chief of staff at Mt. Zion Hospital where I did my residency was another.  Besides Skip, there have been only 5 or 10  other teachers in the almost 4 decades since I graduated. In my private, practice I think I’ve only known only two specialists who were “clear thinkers”.

“Clear thinkers” are usually not young (it takes a decade or two to accumulate the knowledge and suffer the slings and arrows of experience necessary); they usually have a sort of quiet patience and understanding.  You wouldn’t be surprised to see them in the robes of a priest, rabbi, or Buddhist monk. Clear thinkers often have a non-professional knowledge base and interests outside the profession that keeps them “anchored”, mentally, and emotionally strong, and provides the link between the professional and non-professional life.  They are aware of universal “truths”. “Clear thinkers” are rarely condescending and get great enjoyment in helping others to “see the light” and achieve understanding. They don’t laugh, ridicule, or make fun of their students’ questions. They like doing what they’re doing.  In psychological parlance, they’re “self actualized”. “Clear thinkers” are humble; they don’t see themselves as “special” but merely dedicated to the task or project(s) at hand. “Clear thinkers” are sure of the principles underlying whatever they do, but also know the boundaries of their expertise, and are not afraid to tell you they don’t know the answer to this or that.  Clear thinkers are often teachers.  Unfortunately, few clear thinkers become politicians, which explain the sad state of affairs in the world today. Clear thinkers rely heavily on making decisions based on experimental data, and therefore read the literature a lot. Clear thinkers listen more than they talk.  They’re disciplined and resist the temptation to talk just to talk to impress or brag.  But when they do talk, every word is loaded. Clear thinkers, I suspect, spend a lot of time just thinking.

To those uninitiated into the ““clear thinker”” paradigm, clear thinkers are sometimes mistakenly categorized as “smart”.  But “clear thinkers” are a sub-group of smart people. When you ask a clear thinker a question, there will usually be a pause before they answer.  I don’t know what they’re thinking, but it seems like they’re pouring all the facts through a sieve in their mind, and out the bottom comes a few of the elements crucial to the answer.  That sieve is what makes a clear thinker more than smart. There are lots of moments of silence when you talk to a clear thinker.  Those moments of silence are exciting because often what follows is something that will be epiphanous for you.

Attempting to arrive at clear thinking makes your own questions clearer and easier to understand. Organizing, simplifying, and giving thought to data and confusions in your own mind before formulating questions, is probably the first step to being a “clear thinker”.  Answers from clear thinkers are often more concise and easier to remember; and therefore progress in learning takes place quicker. I don’t know if I’m a clear thinker. But I’m a clearer thinker than I was back when Skip and I talked.  Like the practice of dentistry as a whole, clear thinking is a worthwhile process of continuous improvement through practice, study (in and outside the profession) and intentional effort.  As Albert Einstein said, “If you can’t explain it simply, you don’t understand it well enough.”

 

Paul A. Henny, DDS: On the Power of a Principle Centered Vision

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  Principle-Centered Vision = Preferred Future

By Paul A. Henny, DDS

1985 represented my second year practicing dentistry after Graduating from The University of Michigan. At that point, I had migrated back to Lexington, Kentucky where I had obtained my Bachelor's Degree in Biology. I was lucky in that I had landed two part time assistant professorship positions at the University of Kentucky Dental School right after graduation. This arrangement allowed me to start my private practice experience simultaneously, while providing some steady, albeit meager income.

 My first private practice experience was an associateship in an insurance-centered practice.  The doctor had just lost his partner whom had quit practice after six frustrating years. Apparently, he had decided that selling Shakley Vitamins represented a brighter future. This was not a good sign, but it represented the only opportunity I could find in a heavily saturated market of dentists. I was told that the dentist to population ratio was around 900:1, a statistic that didn’t mean much to me at the time.

 I loved teaching at the Dental School, but quickly learned to dread going to my position at the practice. There were too few patients for both of us to stay busy, so I sat around much of the time. And when I did have someone to work on, it was an uncooperative child or an adult who would tell me to my face that he hated dentists.  This was clearly not the utopian version of dentistry that I had in my mind nor the respectful profession that I had grown up around in Michigan. My father and uncle were both oral surgeons, the later being one of the most well-known in the history of the specialty. Hence, there was a certain amount of pride and professionalism required to be a Henny in dentistry, and I was feeling none of that at the time.

 During my all-too-often free time in the practice, I would hang out in the laboratory area as I offered to wax up and invest gold crowns for the owner dentist. While there, I noticed that there were a number of crown and bridge cases over a year old and that were still not delivered. When I asked Ron about them, he responded, “I don’t know why, but a lot of times they just do not come back”.  (This completely confused me at the time, but later I learned it had to do with the fact that the patients did not want to pay anything for their dentistry. They felt that their insurance plan should cover 100% every time, and if this did not occur, they thought the dentist was gouging them). 

 This all left me with a sick feeling in the pit of my stomach, and caused me to start looking for other employment options.  That journey led me to meet a dentist by the name of Bob Muncy who was thinking about…but as it turned out …not quite ready to….bring in an associate. He was busy, seemed happy, and doing lots of full mouth reconstruction cases. I met with him a number of times and shadowed him on several occasions. He was using articulators on every case and was doing some pretty amazing things. I learned that he had trained at the Pankey Institute, was a client of Avrom King, had attended the courses of Omer Reed, and was using Sorenson.  All of this was mind-blowing to me at the time, as I had no idea that this kind of dentistry was going on while I was just trying to find a way to fill my schedule with another amalgam filling.

 In Bob’s private office, were binders full of Nexxus Newsletters, the musings of Omer Reed, Harold Wirth, and others.  Bob allowed me to copy everything, all of which I still have today. I read it all on multiple occasions, trying to digest every detail of what they were discussing. Avrom King’s writing was always fascinating, and he commonly referenced Bob Barkley, another person toward whom I was philosophically drawn.

 At that time I had a Franklin Day Planner, and in it I began to write down ideas about what I wanted to do in dentistry. This represented (although I had no idea what I was doing at the time) my Vision for my future practice. As the ideas came to mind, I would number them and put them on a page. This process took several months and was greatly influenced by what I was reading at the time as well as what I experienced at Bob Muncy’s office.  When I was finished, there were 225 items, which varied from the training I wanted to pursue, to the exact details of how I wanted to design my office, who I needed to successfully staff it, and how I wanted the patients to feel when they were in relationship with the practice.

 Later that year, I became aware of a satellite office that was up for sale in a small town about 45 minutes from Lexington. It had been unoccupied almost a year, had mostly old equipment, and was fire sale priced at $12,500.00.  The opportunity fascinated me enough to go and check it out , and when I did, I found an old office on the second floor of a late 1800’s Victorian embellished building located on the same corner as the town’s only traffic light. 

The town looked like the typical community which had boomed at the turn of the century, but had also been in steady decline since about 1950. The town also functioned as the County Seat and had a classic looking courthouse just down the block. Although I was fascinated with the place, I decided not to buy it, as it did not fit with my Vision for the future.

 I drove away, never to return again.

A few years later, I bought a practice in Roanoke, Virginia with the specific intention of transitioning it into that which I had planned for years. It was a fairly small insurance-centered practice, from which the doctor was retiring. At that point, I started to take courses at the Dawson Center.  One spring, I took my Care Team to the Hinman Meeting to hear a fellow named Bill Lockard speak on Leadership and team building.  It seemed as though everything Bill said was in perfect alignment with what I wanted to do with my practice. And Bill's laugh, smile, and twinkle in his eye, put me at ease.

 Upon my return home, I made plans to begin training at The Pankey Institute as I was finishing the curriculum at Dawson and was still struggling to transition a significant number of my patients toward accepting comprehensive care.  I felt that there was something missing in my training plan, and Billl's confidence reassured me to press onward to Key Biscayne.

 My training at The Pankey Institute clarified and catalyzed my previous learning. This in turn, allowed me to organize, consolidate, and focus on the creation of a more effective Mission and Purpose as well as to refine my clinical skills. In hindsight, this was all quite predictable as Drs. Dawson, Barkley, and many others were Dr. Pankey's students. And through those students, Dr. Pankey's thinking and Philosophy were applied, adapted, and then further propagated. For me, this experience filled in the puzzle.

 Several years ago, while unpacking from a move to a new house, I discovered my Franklin Day Planner. And upon re-reading the 225 ideas that I had scribbled down many years prior, I was surprised to see that I had executed virtually every single one of them without ever referencing the list.  It was at that moment I saw the incredible power a Principle-Centered Vision can have on shaping the future.  (So, when I recently read Bill Lockard's contributions to this site on that topic I could do nothing but say to myself “Amen”)

 And about that dental office I left behind in New Castle, Kentucky? After reading A Philosophy of Dentistry, I learned that it was Dr. Pankey’s first office, a place that had not fit in well his Vision for the future either.

Paul A. Henny, DDS is the Publisher & Managing Editor for Co-discovery.com.  If you have personal stories which are inspiring, or simply just funny and would like to share them, please forward them to paul@paulhennydds.com

 

Bill Lockard, Jr. DDS: On Leadership

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   LEADERSHIP

I’d rather see a sermon

Than hear one any day

I’d rather one walk with me

Than merely show the way

The eye’s a better pupil

And more willing than the ear

Fine counsel is confusing

But example’s always clear

And though I may misunderstand

The fine lessons that you give

There’s no misunderstanding

How you act and how you live.

 

Edgar A. Guest

 

…………………………………………………………………………………………………………………………………………..

Lincoln‘s Leadership Principles

  • You must seek and require access to reliable and up-to-date information.
  • Be the very embodiment of good temper and affability.
  • Seek casual contact with your subordinates. It is as meaningful as a formal gathering, if not more so.
  • Build strong alliances.
  • Wage only one war at a time.
  • Invest time and money in better understanding human nature.
  • Let your followers learn that you are firm, resolute, and committed in the daily performance of your duty. Doing so will gain their respect and trust.
  • Human action can be modified to some extent, but human nature cannot be changed.
  • When you extinguish hope, you create desperation.
  • Persuade rather than coerce.
  • Use force only as a last resort.
  • Your followers generally want to believe that what they do is their own idea and, more importantly, that it genuinely makes a difference.
  • Delegate responsibility and authority by empowering people to act on their own.
  • A good leader avoids issuing orders, preferring to request, imply, or make suggestions.
  • Honesty and integrity are the best policies.
  • Give your subordinates a fair chance with equal freedom and opportunity for success.
  • You must be consistently fair and decent, in both the business and the personal side of life.
  • Stand with anybody who stands right. Stand with him while he is right and part with him when he goes wrong.
  • Never crush a man out, thereby making him and his friends permanent enemies of your organization.
  • Your organization will take on the personality of its top leader.
  • Have malice toward none and charity for all.
  • Have the courage to handle unjust criticism.
  • Don’t be terrified by an excited populace and hindered from speaking you honest sentiments.
  • It’s not entirely safe to allow a misrepresentation to go uncontradicted.
  • Truth is generally the best vindication against slander.
  • Do the very best you know how – the very best you can – and keep doing so until the end.
  • If you yield to even one false charge, you may open yourself up to other unjust attacks.
  • The probability that you may fall in the struggle ought not to deter you from the support of a cause you believe to be just.
  • Make consistency one of the main cogs in the machinery of your corporation.
  • Don’t surrender the game leaving any available card unplayed.
  • Try to correct errors when they are shown to be errors; and adopt new views as fast as they appear to be true views.
  • Make no explanation to your enemies. What they want is a squabble and a fuss; and that they can have if you explain, and they can not have if you don’t.
  • When you are in deep distress and cannot restrain some expression of it, sit down and write out a harsh letter venting your anger. But don’t send it.
  • Exercise a strong hand – be decisive.
  • An entire organization is never wisely sacrificed to avoid losing one or two small parts.
  • Take advantage of confusion, desperation, and urgency to exercise strong leadership.
  • Seize the initiative and never relinquish it.
  • Never let your immediate subordinate take action upon your responsibility without consulting you first.
  • When making a decision, understand the facts, consider various solutions and their consequences make sure that the decision is consistent with your objectives, and effectively communicate your judgment.
  • If you are a good leader, when your work is done, your aim fulfilled, your people will say, “We did this ourselves.”
  • When your subordinates come up with good ideas, let them go ahead and try. But monitor their progress.
  • Your organization does not depend on the life of any one individual.
  • The greatest credit should be given to those in your organization who render the hardest work.
  • Write letters to your subordinates making the personal acknowledgment that they were right and you were wrong.
  • Set goals and be results-oriented.
  • Leadership requires aggressive individuals who accept a “take charge” role, self-starting and change-oriented.
  • Unite your followers with a “corporate mission.”
  • Set specific short-term goals that can be focused on with intent and immediacy by subordinates.
  • Some times it is better to plough around obstacles rather than waste time going through them.
  • Leave nothing for tomorrow which can be done today.
  • Your war will not be won by strategy alone, but more by hard, desperate fighting.
  • Your task will neither be done nor attempted unless you watch it every day and hour, and force it.
  • Choose as your chief subordinates those people who crave responsibility and take risks.
  • Go out into the field with your leaders, and stand or fall with the battle.
  • Give your followers all the support you can, and act on the presumption that they will do the best they can with what you give them.
  • Provide your managers a three-to-five-month grace period to see if they will take action and perform adequately.
  • Encourage innovation.
  • Don’t lose confidence in you people when they fail.
  • Let your subordinates know that you are always glad to have their suggestions.
  • The best leaders never stop learning.
  • Surround your self with people who really know their business, and avoid “yes” men.
  • Master the art of public speaking.
  • Extemporaneous speaking is your avenue to the public. Use a variety of body language when you speak.
  • Never consider anything your write to be finished until published or, if a speech, until you deliver it.
  • You should often couple written documents with verbal discussions, there by catching the idea with two senses rather than just one. Both you and your subordinates will remember it better.
  • Speak in simple and familiar strains with people, without any pretension of superiority. Leave people with the feeling that they’ve know you all their lives.
  • Don’t forget that humor is a major component of your ability to persuade people.
  • People are more easily influenced through the medium of a broad and humorous illustration than in any other way.
  • Loyalty is more often won through private conversation than in any other way.
  • Preach a vision and continually reaffirm it; a clear, concise statement of the direction of your organization, and justify the actions you take.
  • Everywhere you go, at every conceivable opportunity, reaffirm, reassert, and remind everyone of the basic principles upon which your organization was founded.
  • When effecting renewal, call on the past, relate it to the present, and then use them both to provide a link to the future. 

 

Summary from Lincoln on Leadership by Donald T. Phillips     Warner Business Books

 

………………………………………………………………………………………………………………………………..

                                    Leadership is in the Eye of the Follower:

         Followers determine the qualities of leadership that they admire, not the leader.

 

Grade yourself against the following qualities of the most admired leaders:

Leaders who welcome change and encourage risk-taking:

Do you? If not – Why not?

  • Everyone needs to know and feel he/she is needed.
  • Everyone wants to be treated as an individual.
  • Everyone needs to hear they have done a good job. The work we do and the recognition we receive contribute to our self-esteem.
  • An individual without information cannot take responsibility; an individual who is given information cannot help but take responsibility.
    • Help people develop by accepting total responsibility to achieve a specific result.
    • Giving well defined responsibility and trust is an excellent reward for a job well done.
    • The richest reward is being proud of your work.
    • The power behind healthy self-esteem generates the confidence and creativity needed to tackle the new challenges that are constantly around the corner.

 

Are you a result-oriented leader who?  If not – Why not?

  • Creates an environment in which employees can accept and execute their responsibility.
  • Communicates the organization’s vision and philosophy and listens to what the team members need to make the vision a reality.
  • Gives the frontline employees the authority to satisfy the needs and problems of the patient.
  • Creates the systems that drive your practice and empower your team with the responsibility to manage the systems for day to day operations.
  • Creates a secure working environment that fosters flexibility and innovation by defining clear  goals and strategies and then communicating them to the team and training them to take responsibility for reaching those goals.
  • Sets an example of integrity, honesty, continual learning, competence, clear vision and meaningful purpose beyond self-interest.

.

 

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Leadership and the New Science

 

The vast space in our universe is now thought not to be empty but to be filled with invisible fields that are the basic substance of the universe. The universe consists of nothing but matter and fields. We only know of them through their effects. We experience the electrical fields that send out currents of electrons and the invisible gravity field every day without giving it a second thought. We see the effects of the magnetic field when iron filings are placed around the ends of a magnetic and the compass needle pointing north. James C. Maxwell’s field law states that electricity and magnetism are not two separate fields but different aspects of a single electromagnetic field. And further, that light was actually an electromagnetic wave of extremely high frequency.       Quantum Reality, Nick Herbert, Anchor Books.

“R. Sheldrake and D. Bohm postulated the existence of morphogenic fields that govern the behavior of species. This type of field possesses very little energy, but it is able to take energy from another source and shape it. The field acts as a geometrical influence, shaping behavior. Morphogenic fields are built up through the accumulated behaviors of species’ members. The form resides in the field, and when another individual energy combines with it.it patterns behavior without the need for laborious learning of the skill.”

Leadership and the New Science, Margaret Wheatley, Berrett-Koehler Pulishers

Scientists accept that the human body is surrounded by an energy field that transmits and receives messages from another person’s energy field. The field reflects each person’s emotional energy created by their internal and external experiences. This energy force influences their behavior and the behavior of others when their energy fields meet.

Anatomy of the Spirit, Caroline Myss PhD.  Three Rivers Press

Imagine your organizational space in terms of fields, with team members as waves of energy, spreading out in all regions of the practice. Unseen fields of energy influence how we manifest the organization’s purpose-driven vision and values through the information transmitted. The values, ethics and purpose are the qualities of an organization’s life that we can observe in the behavior of team members. Clarity and commitment to your values, ethics and the defined purpose forms a powerful field throughout the organization and guarantees certain types of individual behaviors.

We have often thought of vision, in linear fashion, as creating a destination to reach; believing that the clearer the images of the destination, the more influence the future would exert on the present, pulling us into the desired future state. (Newton’s image) But if vision and purpose is a field, all members who bump against that field would be influenced by it. Their behavior could be shaped when their energy would link with the field’s form to create behavior congruent with the vision and purpose.

Think of ideas as fields of energy. In the field view of organizations, clarity about vision, purpose and values is important, and creating the energy field through the dissemination of these ideas is essential.

We must think of ourselves as tall radio beacons if information, pulsing out messages everywhere. We need to involve everyone in the organization discussing, clarifying, and modeling, filling all of the space with messages we care about. Fields develop and bring energy into form. With a coherent, omnipresent field, we can expect congruent behavior. When a patient comes in contact with any team member he experiences the values and purpose of the whole organization. To know any part is to know the whole.

Valuable information is generated every time people join together with a defined purpose. Activities such as work teams and task forces are potential creators of new and useful information if they are free from the confines of strict rules and narrow mandates, instead given all the information they need with autonomy and constrained only by purpose, their potential for generating energy and necessary information is great. Through the constant exchanges of new information and organization will grow in effectiveness and influence.

These ideas speak loudly and clearly to the necessity for visionary leadership and the value of governing principles: values-based and purpose-driven philosophies are the DNA of the organization that influences the behavior of individuals and the motivational spirit of the organization.

As long as we keep focused on our principles, in our private life and in the organization, we are able to wander through chaos and make decisions congruent with our values, purpose, and vision.

 

M. William Lockard, Jr. DDS

TJ Bolt, DDS : Principles of the Path

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T.J. Bolt, DDS

Contributing Writer 

Direction not intention leads to the destination.

There are two paths in dentistry:  Disease Care and Health Care.  These two paths could not be farther apart in their outcomes or what goes on in the journey.  There are three reasons that people lose their teeth.  They are: 

Tooth Decay, Gum Disease, and Bad Bite.  

Going down the disease care path is one that focuses on repair.  The dentist is putting out fires.  Many times he is shingling the house while the house is on fire.  If a patient stays down this path for any length of time by the time that they are in their 50’s and 60’s they find their mouth in a state of disrepair while going to the dentist every 6 months.  Why?  There is no agreement between the dentist and the patient on what the purpose of the relationship is.  There is no plan on where the patient wants to go.  There is usually no understanding of where the patient has been.  There is no focus on the causes of the problems the patient has.  There is no understanding of the cause of disease and what the patient is supposed to be doing when they are not in the office.  This is called a co-dependant relationship and this never leads to long-term health or a successful outcome.  It is reactionary.

Structure influences behavior, but behavior determines the results.

Health Care on the other hand is relationship based.  The doctor and the patient have met for some length of time answering and developing questions that will lead to a successful outcome.  This relationship is called interdependent in that there is agreed upon roles and values.  There is an understanding of why the relationship exists.  The questions that can be answered or at least they are in development are:  Where has the patient been?  Where are they now?  Where does the patient want to go?  How does the patient want to get there?   What role does each of us play in the process?  In other words there is a plan that is created based on the patients goals and objectives.  The patient and the doctor co-develop the plan so it is their plan.  The patient owns the problem, and understands the cause of the disease.  The patient understand that they are the cause of the problem and together with the help of their dental health coach and support team that they have a more certain future.  This is the path that helps create success.  It works every time.  This is creative and the energy is abundant.  There is an endpoint.

The prudent see danger and take refuge.  The simple keep going and suffer for it.  Pr27:12   For more information please visit my website www.drtjbolt.com or call 402-572-8000.

About Bill Lockard, Jr. DDS

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Dr. M. William Lockard, Jr. graduated from Northwestern University Dental School. He has been involved as an associate faculty member and currently advisor faculty at the Pankey Institute, Key Biscayne, Florida for 39 years; a clinical instructor in Fixed Prosthodontics at the University of Oklahoma Dental School; dental intern advisor at St. Anthony Hospital, Oklahoma City and a teaching faculty member with The Pride Institute.

            He is a former member of the Academy of General Dentistry Foundation board of directors, L.D. Pankey Dental Foundation board of trustees, and Oklahoma Board of Governors of Registered Dentists. He has published in The Journal of Prosthetic Dentistry, Esthetic Dentistry Update, Texas Dental Journal, Oklahoma Dental Journal, Dental Economics, Dental Management, and G.P.(Practice Expansion Through Clinical Specialization).

            Dr. Lockard is the author of two books, The Winning Combination – A Philosophy; and his latest book, The Exceptional Dental Practice – Why Good Enough Isn’t Good Enough is sold on five continents.

       He has presented seminars and in-office consultations on practice systems, structure, communications, comprehensive restorative dentistry, and team development process throughout the United States, England, Japan, and Canada.                                                                             Dr. Lockard has presented at the Yankee Dental Congress, Boston; Hinman Dental Meeting, Atlanta; Chicago Mid-Winter; American Academy of Restorative Dentistry, Chicago; Southwest Dental Conference, Dallas; Greater New York Dental Meeting; Greater Houston Mid-Winter; Southwest Academy of Restorative Dentistry, Dallas; Society for Occlusal Studies Symposium, Vancouver, B.C.; ADA Annual Sessions; California Dental Association; The American Academy of Dental Practice Administration; The European Dental Conference, London; the CPA Financial Planning Association Retreat, Orlando, Florida; the Academy of Practice Administration, Tokyo, Japan.                                                        

M. William Lockard, Jr. DDS

www.billlockarddds.com

 

Bill,

I feel the need to write you and tell you again how much I appreciate the opportunity to work with you…even on this limited basis.  Just the re-exposure to your thinking, clear-headedness, strength of faith, and philosophy toward people and life are truly inspirational.

This past Sunday, I was in Church listening to a sermon by a minister I had not previously heard before. I would guess he is around 60, and in a temporary position in a small country Baptist Church. Most of the congregants were elderly, and the prayers were focused on recent deaths, illnesses, and tragedy.  This once vibrant church, is clearly struggling to survive. And if it were not for a couple of very generous members, it likely would not be open.

Regardless, in this almost empty church, I heard the best sermon of my life to date. And as I say this, I realize that this is one of those “when the student is ready, the teacher will appear” moments.  But I thought I should share it with you, now that I know a little bit more about you.

The sermon was centered on the idea of Perspective, something that I personally struggle with often. In this hurried-up world of over-scheduled-ness, constant interruption, widely disseminated biased information sources, pressure to constantly do more with less…and so forth,  I was struck like a deer in the headlights with his simple message.

The sermon was focused on the Book of Acts and more broadly on the life of Paul the Apostle. But the central message was that we do not have the capacity to know what God intends for our life, so it is essentially impossible for us to know whether what is currently happening to us is a good or a bad thing. Rather, it is what God intends to be happening now. Whether it is the most glorious and happy moment or the most gut wrenching experience…it is what He intends.

We are not to know why right now. Therefore,  pursing “why” is fruitless and frustrating on many occasions. It is just is. And that is the end of the story.

Knowing that God is guiding us is the key to Faith. And when I run across someone who clearly knows this and lives it is both refreshing and reassuring. For whatever reason, God has brought me back into contact with you, and I am grateful for this.

Paul A. Henny, DDS

 

On Core Values – Andrea Beerman, DDS

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“Nothing is at last sacred but the integrity of your own mind.”

Ralph Waldo Emerson

I love this quote from Emerson and understood it with greater depth as it reconnected me with one of my personal Core Values -originality.

It reminds me that it is my natural state to follow my own mind – my own unique ideas.  Personally, I know I struggle when I try to do things like
others.  In these instances, I feel like
I am not being my authentic self.   Sometimes,
I have found myself conforming or doing something “the way it’s always been done”, because it seems quicker or easier.

I don’t have to face the truth or something that may take me to my learning edge if I do things in a rote way.  I do not have to make time to enter the “classroom” of silence to know more clearly the path to choose.  In these moments, I know I am not realizing the sacredness of my own mind and
spirit.   With this quote, I am reminded
to continue to trust and tap that potential – the beautiful, unique spark of Life within me.

A friend and mentor of mine encouraged me to find a picture of myself when I was a child and put it somewhere I would see it everyday.  The picture you see above is me at age 4, and it now lives on my desk.

I keep it in front of me, because sometimes I forget who I am in the midst of my busy days.  Of course I am a dentist, but the truth is, deep down – I am still that little girl.  That same bright spirit, eager to
live fully, and embrace life.   All Iwanted then was to be loved, accepted and understood.  What do I want now?  If I answer honestly, I’m not sure the
answers are different.

When I see her picture it makes it really easy for me to forgive myself for all the times I came up short and for the mistakes I’ve made along the way.  I see her innocence when I look at this picture, and remember I am truly doing the best I can with what
I know.

So I have this picture on my desk – to help me remember who I am and what I really want from life.
What I’ve learned – it also reminds me of the truth about others – you, my patients, family and friends.

Beneath the layers of life, lie our bright spirits.
I am at my best – in patient interactions and with my friends and family- when I can see others for who they truly are.   I think E.E. Cummings said it best when he said, “It takes courage to grow up and become who you really are.”

I wish you my very best in your journey.

Andrea

 

Bill Lockard,Jr., DDS: The Great Truths of Life

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Bill Lockard, Jr., DDS

Contributing Writer 

 

I learned as
a child;

  • No matter how hard you try,
    you can’t baptize a cat.
  • Never hold a dust-buster
    and a cat at the same time.
  • If your sister hits you,
    don’t hit her back. They always catch the 2nd person.
  • You can’t trust dogs to
    watch your food.

I learned as
an adult;

  • Resist killing your
    teenagers, you will eventually get some terrific grandchildren.
  • Marry your trophy wife
    first – it’s less expensive.
  • Knowledge is knowing that a tomato is a fruit; Wisdom is not putting it in a fruit salad.
  • We never really grow up; we only learn how to act in public.

I learned
growing old;

  • It is frustrating when you
    know all the answers and nobody bothers to ask you the questions. 
  • You’re never too old to
    learn something stupid.
  • A clear conscience is
    usually a sign of a bad memory.
  • Nostalgia isn’t what it
    used to be.
  • The voices in my head may
    not be real, but they have some good ideas.
  • I used to be indecisive;
    now I’m just not sure.
  • There are two theories to
    arguing with a woman; neither works.
  • Take time to live – eat
    dessert first.
  • Write your own eulogy.

 

About Herb Blumenthal, DDS

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Dr. Herb Blumenthal has been in active practice for more than 48 years. He has always sought out knowledge that would help him better serve his patients. That quest has led him to study the relationship of TM Disorders to medicine, occlusion, chiropractic medicine, kinesiology, restorative dentistry, biofeedback, neurophysiology, muscle physiology, nutrition, sleep disorders… and other areas outside of dentistry. He has applied this multi-disciplinary information to the diagnosis and treatment of TMD patients for more than 38 years. He has partnered with a wide range of professionals and developed a unique perspective of the interrelationship of TMD treatment as a multidisciplinary therapy involving many professionals who work in concert to best treat these very special patients.
He has directly and positively impacted the lives of countless patients with his ability to listen, observe, and understand. That number has been exponentially increased by his sharing of what he has learned over the years with other dentists as a teacher, mentor and advisor. The quest led him to The Pankey Institute 38 years ago and he continues that relationship today. He began to give back as a member of the visiting faculty 28 years ago and has served as one of the lead faculty for the Bite Splint and Temporomandibular Evaluation course.

 

On The Critical Nature Of History-Taking

Let your patient talk. The patient has lived with the problem for an extended time and has information that can help solve the mystery. Many times I will ask the patient, “If you had the ability to do anything you needed to do, what would you do to fix the problem?” Sometimes I have been surprised by the answer. It is the practitioner’s quest to assimilate this information and put it into a usable format to piece together the puzzle. Allow your history taking to be flexible enough to explore unexpected avenues presented by the patient.


 

 

 

 

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