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ePaper created 2016-11-22, 09:52:12 | version 1.38.0
06 roots 4 2016 Manager versus clinician How to manage expectations of the management role and turn it into success Author: Lina Craven, UK Practitioners’expectationsofthekindofmanagerthey want for their practice vary considerably in terms of experienceandskills.Howguiltyareyouofpromoting a nurse or receptionist to a management role without determiningtheskillsgapandprovidingthenecessary training?Itisacommonscenarioinourindustry. Practitionershavearesponsibilitytotheirteamsand to the financial success of their practices to appoint someonewhoeitherhasthenecessaryskillsorhasthe capacity to learn them in the appropriate time frame. How realistic are your expectations and how can you ensureyourmanagementroleresultsinsuccess? Creating and managing realistic expectations Expectationsaredifficulttocontrolandimpossible to turn off. According to Brazos Consulting, “Expec- tations are deeper and broader than ‘requirements’. Expectation is your vision of a future state or action, usuallyunstatedbutwhichiscriticaltoyoursuccess.” Bylearningtoidentifyandinfluencewhatyouexpect, and by ensuring it is clearly communicated, under- stood and agreed with your manager, you can dra- matically improve the quality, impact and effective- ness of your business. Expectationsarecreatedbymanydifferentcircum- stances.Itmaybesomethingyousaidorthewaythat you said it, something you or someone else did, or anexpectationofyourprospectivemanagerbasedon his or her previous experience. The vital point here is thatexpectations,whetherrightorwrong,rationalor otherwise,arenotdevelopedinavacuum.Youshould consider instances when you were let down by your manager and ask yourself how that expectation was derived. Was it based on an agreement with your manager after a discussion or was it based on some- thing you said or thought in passing? In retrospect, you may wonder how realistic that expectation was andwhyyouthoughtyourmanagerwasinthestron- gest possible position to fulfil it. In my experience, the following scenarios are typical of how unrealistic expectations are created: · Thepractitionerisbusyandneedssomeonetotake charge. He or she chooses the “best of the bunch”, hoping he or she will learn on the job. · Thenewmanagerhashisorherexpectationsofthe job and these are often unrealistic. · No detailed job description or objectives are ever provided.Noon-the-joboranyothertypeoftrain- ingisprovided;thepractitionersimplyassumesthe manager will learn as he or she goes along. · The manager is excited about the new position. For some, the empowerment, the title and the kudos meanagreatdeal;forothers,thechallengeandthe task at hand mean more. When reality hits, so does the realisation that the original motivating factors are no longer as important. · Both practitioner and manager are reticent to dis- cusswhatisnotworkingandoftenbrushtheissues under the carpet until it is too late. · Resentment grows and what is at stake—the pa- tients, the practice and the staff—outweighs the actual issue, which is poorly managed expecta- tions. Info Introducing a new qualification in leader- ship and management specifically for dental managers ThiscourseisaLevel5 managementqualification awardedbytheInstituteof LeadershipandManage- mentandisidealfor orthodonticandgeneral dentalpracticemanagersor anyonewhohasdirectline managementresponsibility. Thetrainingcoversteam leadership,management, coaching,performance management,aswellas employmentlawand planning.Thisisahighly practicalcourseenablingyou totestoutyourskillsand managementstyleswithin thegroup,withthesupport andguidanceofourhighly trainedandqualified managementtutors.Formore information,pleasevisit www.dp-practiceconsultants. com. © George Rudy/Shutterstock.com | practice management realistic expectations 42016