ABC Animal and Bird Clinic, Sugarland, Texas
When I was first promoted to be a manager, there were no guidelines on how I should approach the position. What frame of mind I should have to tackle both every day tasks and those more stressful sporadic ones. Many things I picked up on my own over time. Looking back, I wish that someone would have given it to me in a quick and dirty summary. This is what I hoped to compile below. Some of it seems like it should go without saying (unfortunately, there is a reason why I added it).
Every practice should have a mission statement that they use to function in everyday affairs. It can be used from hiring to firing. What does our practice mission statement mean to you? If you cannot answer this question, please take some time to read it and break down how exactly you display this on a day to day basis. If you are unable to do this, how can you expect your team to do this?
As a manager, we want to foster the highest level of professionalism and trust. We want to be a role model to our employees. We should be the shining stars of the clinic in that we promote everything positive that we are trying to represent. Don’t take these words lightly. As ‘sunshine and rainbows’ as this sounds, it isn’t always easy. Credibility comes most readily through actions, not words.
To me, this is the most important aspect of being a manager. Your employees look to you in order to develop an idea of what the practice represents as a whole. You are a representative of the ideals and vision that the practice puts forth. It is important to remember that the example of how you want your team to operate must come from the top-down. Here are some examples of what can negatively impact the opinion your team has of you, thus harming your Role Model status.
Breech of Confidentiality: Do you ever talk to your employees about other employees or clients? Not only are there legal implications associated with breaking the confidentiality of another person, but in the case for employees, it gives the impression that this is the kind of environment that we as a clinic foster. When I think of how I want my team to view me, I always think of the word ‘poised.’ I want them to view me as professional, as always taking the high road and setting a good example so that I can inspire them to do the same.
For employees, this casual tongue can sometimes be a difficult habit to break. There is nothing more satisfying than venting to someone about a difficult situation with a client or another employee. The way to promote constructive venting is to encourage it through the appropriate outlet. It is acceptable for an employee to come to a manager and vent. It is not acceptable for an employee to go to every person they see for the rest of their shift and vent. The same is true for managers. Keep complaints, concerns and general information that you know about another employee restricted to your internal manager group. There are serious discrimination claims that have been filed because a manager told an employee something private about another employee. This is also the same for information about a client.
If someone comes to you venting about a situation with another employee, it is not your place to give them any information that you might know about that employee or situation. It is your place to listen and discern whether or not you need to intervene with some sort of action or just listen and be a sympathetic ear. Aside from any legal aspects of releasing information, it is ethically questionable to speak with an employee about another employee’s situation, regardless of what that might be. As frustrating as this seems, ultimately it promotes a positive practice culture. Employees know that they can come to you and the information won’t be repeated. This is a vital bond to have. Once this trust is broken, it is hard to win back.
Gossip: Gossip is essentially a Breech in Confidentiality. I’m not elaborating here because if you don’t know that gossip is bad, you shouldn’t be a manager.
Dishonesty: We cannot always divulge every detail due to confidentiality but being honest about what you can say will go a long way. This is also the case with how you conduct yourself. If we have a strict tardiness policy that you as a manager don’t follow, you lose credibility. This also makes the policy difficult to enforce. We have policies in place for a reason, and the managers should be the ones to follow these to the letter. Someone is always watching you. Setting a good example should be at the forefront of your mind with each decision that you make. However, we know that even managers are only human. Everyone makes mistakes. Part of being honest is admitting to your mistakes and taking steps to rectify them. A sincere apology can go a long way to enhancing your credibility.
Undermining Authority: Everyone is different. We all have different ideals about the way things should go. However, we wouldn’t be here if our core beliefs differed that much from the clinic mission statement. That being said, it is a breach of trust to publicly disagree with a policy or decision after it has already been made. You should always feel like you can voice your opinion, but part of being a manager is being flexible. Being flexible means that you know your opinion or view won’t always be the one to be instituted. It is important for the image of the clinic for all of the managers to present a united front. This gives us a professional image among our employees and reduces the chances for inconsistencies. You can still disagree with the decision that was made. In fact, you should feel comfortable bringing up questions or concerns about a policy or procedure. You should voice your opinions in a constructive manner, with your management team, not the nearest employee who might be listening. You aren’t winning any points or making the situation any better by doing so.
I got into the management aspect of this profession because I like the idea of being able to inspire positive change. I like being an advocate for patient care through high-quality medicine and the expansion of our client’s knowledge about their pet’s individual needs. It isn’t always easy. Everyone gets discouraged or stressed. If you keep your own personal motivation for why exactly you chose to get into this profession at the forefront of your mind, the rest will fall into place.