NQ has been with the practice for 10 years and has always been a dependable employee. She works in billing and typically has limited interaction with the clinical staff. Occasionally, NQ had disagreements with the office administrator. When that office administrator retired, NQ let others know she wanted the position and believed she was the most qualified to fill it. When a new person was hired for the office administrator role, NQ felt betrayed. She resented not only her new colleague but also the partners and the practice. She started looking for small ways to hurt the practice. NQ began allowing delays in filing charges and stopped working to resolve outstanding balances. Her reports to accounting became less complete and some of the charges and collections were difficult to track. These practices continued and the rift created by NQ not getting the office administrator position became too much and she had to be released from the practice.
Diagnosis:
Sense of betrayal, feeling unheard
Recommendations:
- Realize that the sense of betrayal can be a powerful negative force within the practice
- Always account for how internal promotions or lack of promotions can affect employee
Learn more in our articles, Leadership Requires Effective Active Listening, Leaders Have Difficult Conversations, and Addressing Bad Attitudes.
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