I have been in management for so long now that I had forgotten how painful it can be. When we incorporated two new practices into Dental Arts Studio I had a feeling that we might meet with some resistance, but I underestimated just how painful it was going to be for everyone involved.
After much clenching of my teeth and a few sleepless nights, it dawned on me that perhaps the team members in one of the branches were anxious about their separation from the departed principal dentist. I have had to go back to basics in establishing trust and security to enable me to pass on our vision of what we want Dental Arts Studio to represent.
I realised that to set the scene I would have to create a reliable and attractive vision for the future that our new team would respect and believe in – and then hope that they would want to follow our lead. To do this I had to talk to the team about our vision, and I am hoping to see the benefits as our team members work together to realise this vision for the practice; it has so much potential.
As managers and leaders, we should never forget that our staff members look to us for confidence, calmness and direction. If our staff trust us and we inspire their confidence and respect, they will, in turn, come to value our vision.
The most important thing to remember is to make good decisions under pressure, with the confidence that you’ve done the necessary work needed for these decisions to be right. To make a judgement without investigating can lead to serious disharmony amongst your staff.
One can never determine the outcome of investing in a new practice. This is something that should be both exciting and challenge – but more so for the purchaser than for the team being left behind.
As noted earlier, we took over two practices at the same time. The second practice was a challenge to start with, but Dr Solanki and I spent a lot of time there in the early stages. The team has thrived, taking on board all the training that has been offered to them.
We have had to train the whole team in customer care and deportment, and also in our management infrastructure and administration system. This is a challenge that is being faced by both practice managers on a large scale. We have been developing our administration system over eight years now, and it is both comprehensive and effective – but can take some getting used to. Again, this can mean dealing with stressed staff. The training must continue until all staff members are able to work single-handedly, without too much micromanagement.
Managers need to show patience and continually encourage their team as staff members grow into the new systems being put before them. It is not only about systems and progress; it is about giving new teams the time they need to adjust.
Creating a good atmosphere is not only easy – it is also essential. For your team to respect you, you have to learn to reward them, praise them, lead and motivate them. Deal with issues head on; don’t ignore friction, as it does not go away on its own, and can be the undoing of your team.
It is difficult when you are responsible for a team of people that you did not choose. You may not like them, and in return they may not like you. On top of this, you have to do your job well. This is a rather tall order, but as a manager you have been given a trusted and privileged position. You are a manager – so manage!
Not very long ago I met a nurse at a dental function. Most of our conversation was based on how miserable their practice manager was, and how the staff were too frightened to approach her on practice issues – to such a degree that the staff were unable to engage in self-development. I asked her why they did not approach the principal dentist, and she sadly informed me that he was not interested, as the manager did a good job with the administration.
I made a mental resolution never to end up being described as “miserable”. My motto is – and always will be – lead by example. A good manager is there to help the team grow and develop, even if it does mean that you have a larger team to manage – engaging additional part-time staff for a period of time will allow members of the team time out to go on courses, thus furthering their self-development.
By Sharon Holmes
“Management is doing things right; leadership is doing the right things.”
Peter F. Drucker