01 - GET CLEAR
The Real Work Wall
Work through actual de-identified situations, facts, expectations and spheres of influence before deciding what action is needed.
WORKING BETTER TOGETHER · PRACTICE MANAGER DEVELOPMENT
A better practice isn't built by one person making every decision.
Practical, five-hour leadership development for practice managers who want clearer decisions, stronger staff judgement and a team that can move work forward.
For organisations and teams · Discuss delivery, fit and scope · No obligation to book
DOES THIS SOUND FAMILIAR?
It's not just a busy practice. It's a practice waiting for an answer.Â
A receptionist needs a decision. A clinician wants something changed. The roster has a gap. A staff member brings you a problem—but no recommendation.
Each request seems small. Together, they make you the place where every decision lands. You move quickly, solve the problem and get the day moving. Tomorrow, the same question comes back.
The challenge is no longer how fast you can respond. It is how to build a team that knows when to act, when to consult and when to escalate a considered decision.
The manager's job cannot be to become more available to every problem. It has to include building people who can think, decide and learn.Â
THE REAL CHALLENGE
If every decision climbs the ladder, the team never gets to practise.
Unclear authority, rushed instructions and habitual escalation can create a cycle: the manager fixes, staff defer, and the organisation depends on the same few people. Making that cycle visible is the starting point for changing it.
A DIFFERENT WAY TO WORK
Not more theory. Better ways to respond when the work gets complicated.
Working Better Together gives practice managers practical tools to clarify situations, teach staff, structure decisions and lead without becoming the permanent answer to everything.
FOUR CORE LEARNING COMPONENTS
Four components. Real work, real decisions, practical tools.
These four connected components provide the learning pathway—not a rigid, identical workshop. Every delivery brings the core ideas into your organisation’s actual context.
02 - THINK FIRST
The Three-Option Decision Lab
 Define the decision, develop three viable options, compare benefits and barriers, check authority and recommend the next step.
03 - COMMUNICATEÂ
Instructions and Loop-Back
Work through actual de-identified situations, facts, expectations and spheres of influence before deciding what action is needed.Â
04 - BUILD CAPACITY
Coach, Don't Just Fix
Practice staff coaching, consultation between colleagues, feedback and debriefs that turn recurring problems into team learning.Â
THE FOUR CORE COMPONENTS
A clear learning framework. Never a one-size-fits-all workshop.
The four-part process gives the learning structure. It is not a script that every organisation has to fit. What makes the workshop useful is how those components are brought to life for your people.
In one practice, too many decisions reach the manager. In another, the challenge is unclear instructions, escalation or staff hesitation. The four components stay consistent; the cases, decision exercises and discussion are shaped around the people, responsibilities and operational situations in your practice.
The framework stays. The examples, conversations and application are yours.Â
The goal is not to teach an abstract management method. It is to help participants practise better decisions with the kind of situations they will face at work.
HOW THE WORKSHOP WORKS
Bring your people and their real-world challenges into the learning.
A five-hour interactive workshop including breaks, using whiteboard exercises, participants’ de-identified situations and a decision lab. The four learning components are consistent, but their emphasis and application are adjusted to your organisation and the managers attending. The reference guide supports continued use after the day.
We can discuss an appropriate delivery format for your team.
WHO THIS IS FOR
Built for the people doing this work.
Healthcare practice managers, assistant managers, administration leaders and practice owners who are developing staff decision-making, delegation and communication.
Useful for managers who are already capable and committed, but are carrying a growing number of decisions or navigating competing expectations from owners, clinicians and staff.
WHY MBIC PROFESSIONAL DEVELOPMENT
Psychological insight. Practical organisational application.
Developed through MBIC Professional Development by Amir Salem, Clinical Psychologist and Principal Psychologist, bringing psychological insight into the practical realities of workplace communication, judgement and leadership.
This workshop is educational and developmental, not a psychological treatment service. Content is adapted within the agreed workshop scope.
THE NEXT STEP
Don't escalate a problem when you can escalate a considered decision.
Let's discuss what currently reaches your managers, what staff could be supported to handle and whether this workshop fits your organisation.
USEFUL QUESTIONS
Before you enquire
Do participants need formal management training?
No prior management qualification is required. The exercises centre on practical workplace situations and existing responsibilities.
Will we work on our own practice issues?
Yes. The session is designed around participant examples and facilitated whiteboard work; examples should be de-identified.
Does this replace HR or legal advice?
No. It develops workplace leadership skills and does not replace employment advice, clinical governance or organisational policy.
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ORGANISATIONAL TRAINING ENQUIRY
Let's talk about what your team needs.
Complete the short form and share the workshop you are interested in. We can clarify the audience, format and next steps before you make any commitment.
MBIC Professional Development — Workshop Enquiry
We will use these details to respond to your training enquiry. Do not include identifying client, participant or employee information.
MBIC Professional Development provides education and workplace skills development. Workshops do not constitute therapy, clinical supervision, an HR investigation or workplace legal advice. Workshop content and outcomes depend on organisational context; no specific result is guaranteed.