Got an issue that needs to be dealt with in the office? Everyone does—that’s why we created SBGM. Great leadership requires effective
Underpinning much of this discussion is the understanding that you absolutely must have a well-constructed, meaningful, and easily understood policy and procedure manual for your practice. Each employee should not only be given a copy of this manual but should also be educated on its contents. You may even go as far as having quizzes about the manual and giving public recognition when individuals know the manual well.
When to Dictate
For certain rules, especially those that have to do with personal or financial security, decision-making needs to be consistent, decisive, fair, and speedy. These situations are not the place for building consensus and spending additional time with meetings that will not alter decision-making. At this point, it is more important to behave like a benevolent dictator. Even in this case, however, the background and the thought processes behind the decision-making should be clearly understood and communicated. Not only does this help ensure that this type of event does not recur, it also builds trust among all members of the practice.
Being a dictator all the time, on the other hand, is a recipe for disaster. Making every decision on your own without input from your staff is likely to create an adversarial relationship. Why create additional headaches? We have enough of them as it is. Avoid being a dictator just to get things done quickly. The short-term time investment is far less than the costs of poorly followed processes, dysfunctional work culture, and negative energies in the long run.
When to Find Consensus
Trying to work through every policy decision and every new office rule with the staff and physicians in order to ensure all parties completely understand and completely agree with the decision and the reasoning behind the decision is both time-consuming and unrewarding. It is best to build consensus when consensus is important—when it will improve outcome. A group that is involved in the system is more likely to support the system.
Being Effective With Both
In the vast majority of cases, it is very important to work with the team to develop a plan. In part, this can be considered consensus-making. It is important to get the ideas and thoughts of all those involved. Always remember that you are not necessarily the smartest person in the room. Your employees very likely know far more about their jobs than you do. Listen to them and incorporate their ideas into your plans—even when it does not change the overall plan, inclusion creates team. It is possible that by the time the meeting is over, each person leaving the room may believe that the idea being enacted was in fact their own. The commitment to executing the plan created by that sense is invaluable.
Don’t forget the active listening and clear communication. Make sure your staff understands the decision-making and your expectations for them. Do not assume that they understood. This is especially true when there is a new rule that on its surface may not seem to make sense. Make sure that your team understands that you are grateful for their input and that they are all very important for shared success.
Follow us on Twitter, Facebook, and LinkedIn to join the conversation about leadership in medicine.
