The importance of being a good Supervisor or Manager?


Managerial effectiveness is a crucial element in the running of any Practice. But being a “good” manager is not just about hitting targets and working for the company – it is all about managing your staff in the most proactive way you can. Leadership is the only way forward. Here are some points that are vital to a Manager to help manage a good and happy team.

I will use the term “Manager” in this blog but this is also for anyone in a supervisory
role – being a Supervisor you are in a responsible role and lead a team and this is just as important as a managerial role.

LEADERSHIP

In every organisation there is a definite need for leadership. Whether it is a Team Leader, Supervisor or Manager they are vital to the practice. You will need to be goal orientated, self-motivated and possess boundless energy and have to learn how to exert influence effectively in all directions – upwards, downwards and sideways. You will need to show strong leadership both to your bosses and the staff.

You will need to earn respect from your staff and your Partners – and that comes with
time. You need to be seen to be fair, treating everyone with respect and not show any signs of favouritism.

Strict neutrality is also necessary in your dealings with staff. It is hard to maintain a strictly unbiased approach if you are particularly friendly with one or more members of staff.

The role of a Manager can sometimes be very lonely.

TEAM BUILDING

Team building is vital for the whole practice.

Communication plays a big part in Team Building. Get to know your team where possible as individuals. Get to know their strengths and weaknesses, their goals and their hopes. These will help when it comes to yearly appraisals. By knowing your staff and their abilities you are able to place them in the job best suited to them. You might have someone who has great people skills – they will be ideal to put on the front desk, and someone who has great computer skills yet not so good on people skills, they would be great at carrying out admin and computer work. By placing these people in these roles make for happier staff – they are doing something they enjoy  rather than just doing a job given to them.

You need all types of staff to have a team. Someone that is has a great telephone manner, someone who has great people skills and someone who has great organisational skills – use them to the best of their ability.

Team Building is such an important part of your job.

MOTIVATING STAFF

Motivating staff is an essential part of any manger’s work. Most staff seeks not only an
interesting job but usually like to feel that what they are doing is worthwhile and that they have job security. They need to be able to respect their boss(es) and have the respect back. Offer staff opportunities – training, learning new skills, and promotion wherever possible.

Staff are more likely to be motivated if they receive recognition and praise when it is deserved. This can be given to individual members of the team or to the team as a whole.

If you are praising an individual do not do it in front of the other members of the team. This can often lead to embarrasment on the member of staff involved and also cause bad feelings amongst others. Call them to your office and give the praise – if the praise is to the whole team give this at a team meeting – and ensure that staff that are not at the meeting receive the praise. You could verbally give the praise followed up by a memo to all concerned.

Staff will work better if the management of the practice is not only consistent by also seen to be fair.

STAFF MEETINGS

Finding time to have staff meetings is never easy. Especially in Practice as many of the
staff are part-time workers and therefore you never having everyone there at the same time.

Some practices have staff meetings in the evenings; some have “breakfast” meetings before their surgery opens. Others have staff meetings during the lunch break. One thing is for sure if you have a big team of receptionists you will never have everyone attend the meeting. Look at the best times that staff can attend. Send out a memo asking them what they would prefer. Try to rotate the meetings every time so everyone gets a fair change of attending the next one.

But the important thing is to keep staff informed if they are unable to attend. For me the best way was to have each and every meeting has minutes taken and copies sent out to all staff – those that were present and those that could not attend also copy in your manager and the staff Partner. Always keep a copy of every meeting on file for future reference.

It is important to give staff plenty of notice when the next meeting is going to take place. A good suggestion is to agree the next date at the meeting you are holding. This way you can add it to the minutes.

If you have a lunchtime meeting a good idea is to provide lunch – perhaps a nice kind rep would be happy to help.

As a Practice you will have to decide if overtime is going to be paid and at what rate or if they can have time in lieu for attending the meeting.

Let all staff have an opportunity of adding items to the agenda. Let them feel that they are part of the meeting.

In my experience most staff are happy to attend meetings if they can see the point of it and a positive outcome with direct action being taken if appropriate.

If you learn to hold successful meetings, you should be guaranteed a good attendance.

STAFF TRAINING

Staff training is vital – it is essential for every Practice to be able to move forward. Well
trained staff are confident staff.

Invest in good training. It does not always have to cost a fortune. There are several options that you can take when it comes to staff training. You can either send individual staff on training courses outside the practice – your local PCT (Primary Care Trust) usually run excellent courses and many of these are free.

You can attend courses and then bring them back to the and train staff.

You can have an outside organisation come into the Practice and train several staff at the same time – this can be some similar to a staff meeting when it can be done during a lunchtime. Again Reps are often able to help in the cost of training.

Ensure that you log all training that staff has been on – keep a training log of their individual training skills in their staff files.

Staff Appraisals

Appraisals are a two-way process. If you need to explain to staff that one of the reasons
why you wish to hold individual appraisals is because you wish to learn from them, how they feel about their particular job and their role in the practice, this should ensure that they begin to feel less apprehensive about the whole process.

For some reason staff always see appraisals as a negative thing. Try to change that.

The appraisal interview should provide a forum for feedback from the employee as well as a chance for the manager to praise past efforts and offer constructive criticism on ways in which improvements can take place. Training needs can be identified and methods of monitoring development can be set up.

It is important that you listen to their views and recommendations and, where possible implement changes that they have suggested. But do not make promises that you will not be able to keep.

And most important

COMMUNICATION

Communication is vital. Staff needs to be kept informed in anything that might involve them. Lack of communication is a good way to start rumours and bad feelings amongst staff. Keep your staff informed of necessary changes within their jobs or within the Practice.

Talk to your staff, feedback when and where possible – staff meetings are good for this as
are memo’s and talking to staff wherever possible.

And remember – there is no “I” in TEAM

                                     

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