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DEAR COACH: I was thrilled when I was hired to be the office administrator for a large managed-care organization. I have both a BSN and an MBA, so the position's requirements matched my background perfectly. It didn't hurt that I was going to be making almost 50 percent more than I had in my last job, either. But I've been here about a month, and it's clear they could be paying me 100 percent more, and it still wouldn't make up for the mess I've found. I manage 22 people and sit on the practice's executive committee with three of the doctors, who are actually harder to handle than the staff. They see me as a nurse, not as a skilled manager.
People here have had such bad management for so long, they've turned on each other. Every day is like going into an elementary school classroom. People just sit around waiting for somebody, especially me, to make a mistake so they can pounce on it. I'm a pretty easygoing person, but this is beginning to make me sick. Shall I just say that I made a mistake and resign, or are there some magical management strategies I could try?
-- KITTY
DEAR KITTY: I wouldn't run away just yet. These messy situations happen all over as competent, well-trained managers clean up somebody else's mistakes. It's like trying to restore order in a home full of kids whose parents have been drunk for years. Dysfunction abounds, and the kids have gotten used to the mess and enjoy the freedoms it brings them. But if you can make this place run well, that would be a nice achievement for your resume.
Here are five steps I suggest:
- Schedule one-hour private talks with your 22 direct reports over the next month. Tell them you'll spend 30 days gathering their confidential suggestions for helping the unit perform better, their wishes for their own careers and the help they could use to enhance their own performance.
- As you go through the interviews, thank people for their candor, being careful not to get hooked by their negativity or baiting. Take careful notes about themes that show up, looking for places where changes should be instituted. Tell each staffer you'll be preparing a composite plan from their suggestions. When you have all the data gathered, you should have a thorough picture of various staffers' strengths, the ways in which some are off-course, the processes and procedures that need revamping, and some ideas for moving forward. From these observations and your own good managerial sense, create a short, simple manifesto for reorganizing and reenergizing your staff. Make it something that could engage most of your people and really work.
- Take your plan to the docs on the executive group and get their buy-in. Don't be discouraged if it takes awhile. Some of their own sacred cows will no doubt be part of the problem here.
- When they are aboard, schedule an off-site half-day event with at least one of the doctors present. Present the plan, get reactions and begin planning for change. Make it clear that people can find ways to be part of the changes, or they can meet with you to talk about making the transition to another organization. Help people who want to leave save face and empty some sour apples from the barrel.
- Then you're into implementation. It won't happen overnight or without lots of complaints, but if the plan incorporates their best suggestions and gives your strong performers a chance to take leadership roles, it should work. The best plan will give away some power. Let others take responsibility for making some of the processes and changes happen.
How long will it take, Kitty? The job will never be completely done. But in three months, you should see major improvements. And it will be an advanced placement course in turnaround management, which can only help your career. If you're still feeling sick in four months, look for an easier position. My hunch, though, is you'll be glad you stayed.
Good luck,
CAREER COACH