Be a Leader Not a Boss. Management Excellence. Clearly Define Duties. Be a Leader Not a Boss. Your Staff. Determine job titles 10/17/2014

Transcription

1 Be a Leader Not a Boss Management Excellence Skills for the First Time Manager Bosses: Create fear Drive people Say do Relies on authority Fix blame Knows all Makes work drudgery Say I Mary E. Schmidt, ABOC, CPO Mary@EyeSystems.info Be a Leader Not a Boss Leaders Create confidence Guide people Say Let s do Relies on cooperation Correct mistakes Ask questions Make work interesting Say We Clearly Define Duties 70% of staff do not clearly understand what is expected of them Your Staff Write down the name of each staff member Determine job titles Front Desk Coordinator Tech Optician Office Manager Chief Cook and Bottle Washer Trouble maker 1

2 Clearly Define Duties Determine duties Job descriptions Establish priorities Critical to execution of duties Meet one on one with staff Effective Training 50% of staff say they don t feel properly trained to perform their duties. How do you train? Effective Training Determine performance deficiency Why does it exist? How to fix? Mentor - shadow Classroom Text books Auditory Visual Tactile Follow-up weekly - critical Value of Good Employees Less than 30% of supervisors have performance objectives for their staff. Value of Good Employees How do you plan an objective? S M A R T E R Performance Agreement S specific M measurable A agreement with the staff member R realistic T time defined E extra effort R related to practice goals 2

3 PERFORMACE AGREEMENT Vague Work harder Make patients happier Save money Be a team player SPECIFIC Increase revenue Fill appointment book Reduce inventory Arrive on time MEASURABLE Increase revenue by 10% Ask every patient if family members need appointment Decrease frame inventory to volume one quarter our patient volume Arrive 15 minutes before the first scheduled patient AGREEMENT Staff agreement Commitment or De-motivated Remember to motivate and involve staff in the process REALISTIC Aim high but reasonable Evaluate staff: Experience Training Previous behavior Demonstrated capabilities TIME DEFINED Increase revenue by 10% - each month - 11/30 Ask every patient if family members need appointment daily report volume at 11/30 meeting Decrease frame inventory to volume one quarter our patient volume December 31 TIME DEFINED Daily check in Weekly report Monthly meeting Arrive 15 minutes before the first scheduled patient effective immediately 3

4 EXTRA EFFORT RELATED TO PRACTICE GOALS 74% of staff do not understand the practice objectives Mission Statement Goals How is your practice different Instill in your staff the idea that they should go beyond the ordinary objectives Jack Welch CEO GE The more staff understand the value of what they are doing, the more motivated they are to do well. How do you get it done? Monitoring Direct observation Stop Time logs Look Feedback Listen Monitoring Documenting Written report manager log Facts not subjective Positives and negatives Monitoring Feedback to employee Frequency Daily Weekly minimum Rewards Autonomy Responsibility Flexible schedule Awards Gifts Money 4

5 Monitoring Punishment Demotion Decrease in authority Decrease in compensation Termination Results The value of a job well done Patient satisfaction Practice growth Pleasant work environment Motivating Your Staff Maximizing Their Potential Position Evaluate the skills necessary for: Front Desk Technician Optician Contact Lens Tech Supervisor Office Manager Doctor Mary E. Schmidt, ABOC, CPO Mary@EyeSystems.info Attributes 1-10 Verbal communication skills Organizational skills Multi-tasker Detail oriented Creative Problem solver Flexible Assertive Calm Professional Personalities Technocrat Yuppie Lone Ranger Entrepreneur Security/Stability Advocate Challenge seeker Family 5

6 TECHNOCRAT YUPPIE Driven to excel Likes to continue to build skills Likes to be known as the expert Use technical skills Continue to learn new things Specialize in particular areas RECOGNITION: Continuing Ed Likes promotions/money Likes to climb the career ladder Likes increased authority Cross train in all areas Allow them to make decision Visibility praise/promotion RECOGNITION: Money High visibility project Prestigious job title Promotion LONE RANGER Freedom Does NOT like rules Give direction and get out of the way Allow freedom to define position RECOGNTION: Let them do their OWN THING SECURITY STABILITY Likes routine Likes predictability Wants clearly defined policies and procedures Tell them what to do Tell them how to do it Assign repetitive tasks Keep change to a minimum RECOGNTION: Take them out to lunch Inform them about the direction of the practice Regularly encourage ENTREPRENEUR Easily bored with routine Likes to develop new systems, procedures, methods New projects growth areas Allow them to be creative RECOGNTION: Allow them to lead a project Coordinate a new process ADVOCATE Like to make a difference Not looking for money or promotion Impact to patients lives RECOGNITION: Allow them to direct community oriented projects Holiday drive Health fair Career counseling 6

7 CHALLENGE SEEKER FAMILY Easily bored with routine Likes tough challenges Competing with others High goals Challenging projects RECOGNTION: Allow them to seek out new opportunities Projects Technology Knowledge Flexibility to family needs Working helps meet family needs Work from home Family oriented Tasks completed not hours Works to live does NOT live to work worked RECOGNITION: Time off with family Plan practice events - picnics ADDITIONAL IDEAS AGE MATTERS Ask Staff What s Important to Them Encourage peer recognition Flowers Thank you notes Doctor praise Cater lunch Employee of the month Verbal praise Time off Variety in duties Autonomy Gift certificates Tickets Lunch with Dr. Job titles Weekend away Unusual activity Pre Boomer Boomer Cusper Buster Nesters Census bureau Marilyn Moats Kennedy Career Strategies Characteristics PRE BOOMER - 70 s Traditional work ethic Born to manage Loyal to employer Independent but conventional Value working with other technologically competent Believe in mission Strong chain of command Want to win Characteristics BOOMERS 60 s Money work ethnic Work first Expect to manage Loyal to employer Care deeply what others think Wants others to work with them technologically challenged Lip service to mission Chain of command I win - you lose 7

8 Characteristics CUSPER Money principle Some of both (work lifestyle) Lead and follow Loyal to employer and skills Care about what others think Want others to work with them technologically challenged Care about mission Chain of command and independent Want to win Characteristics BUSTER Principle/Satisfaction Lifestyle first No need to lead Loyal to skills Don t care what others think Prefer to work alone technologically savvy Must have mission Individual first I win you win Characteristics NESTERS Principle/Satisfaction Lifestyle first Lead if necessary Loyal to skills Care little what others think Will tolerate small groups State of the art technologically Must have mission Individual first I win you win Back to your staff list Let s evaluate your staff Personality Motivation Recognition Establishing Authority Prioritize Define - Why HOW TO BE EFFECTIVE Establish Authority Boost Credibility Gain Commitment Leadership Manage time Set goals Delegate Motivate Encourage teamwork Empower Manage projects Communicate Problem solve Mary E. Schmidt, ABOC, CPO Mary@EyeSystems.info 8

9 Establishing Authority Moving from Staff Member to Manager Be fair and consistent Improve communication Involve staff in decisions Know duties of all positions Be positive and enthusiastic Confront and correct poor performance Give recognition Be proactive Don t procrastinate Accept responsibility for mistakes Be respectful toward all staff Enjoy your job 1. They don t know how to do their jobs 2. They experience obstacles from doing their jobs 3. They don t know their responsibilities 4. They fear negative consequences 5. They don t understand the importance of their job 9

10 7. They don t receive reinforcement for doing their jobs well 6. They don t want to do it the boss s way 8. They don t receive negative consequences for nonperformance 9. They have the wrong priorities 1. Uncover the cause and track them Person, policy, procedure 10. They have personal limitations 10

11 2. Develop clear policies and procedures 3. Explain policies and procedures at orientation and staff meetings 4. Enforce policies consistently 5. Commit to developing a supportive environment 6. Listen respectfully 7. Develop a script 11

12 8. Offer rewards 9. Address inappropriate behavior in a timely manner 10. Do not hesitate to take disciplinary action when merited GAIN COMMITMENT Level One Coaching GAIN COMMITMENT Level Two Informal Meeting GAIN COMMITMENT Level Three Formal Performance Meeting 12

13 GAIN COMMITMENT Level Four Termination 13