By Teresa Duncan, MS, FADIA, FAADOM Newly promoted office managers often have to navigate new dynamics of their working relationships When a practice expands it usually needs a manager to foster this growth. Typically, dentists promote from within, and the receptionist or the assistant find themselves in a position of making decisions, handling team dynamics, and oh yes - still doing many of their previous duties. In a group practice setting, the manager can be new to the team of a new location - usually told that now two to three offices will be under his or her management. It can be quite a shock for most people! Both situations require that the new manager walk a fine line: manager or co-worker/friend? Your first thought may be that you can and should be both. Because we are typically social creatures that seek approval from friends and colleagues, its normal that this is our first response. Truthfully, we really shouldnt be close friends with people we are trying to manage. At least not initially. I know of many teams in which the coworkers have been together for 15+ years. They know about each others families, habits and personalities. This can be a recipe for success, but many times its not. Think back to the positions youve held in which there were weird dynamics in the office. The source can often be tracked to a manager or doctor playing favorites with team members. Conflict of interest As an example, lets discuss Jenny, who has just recently been promoted from receptionist to manager. Her new duties include payroll, reporting to the regional director, training new hires and working on increasing cash flow in the office. She has also been asked to continue with light reception duties until another receptionist can be found. Her former team members were excited for her, but as time passed they realize that she is serious about increasing production and collection. She runs reports regularly and talks to the hygienists and assistants daily about the amounts they are expected to produce and by how much they miss their goals. Jenny is under the impression that because they were all such great friends the team will want to help her improve the numbers. She still hangs out with some of them after work, and as a result, hears the complaints about other coworkers. She laughs about it with them because its after hours and she figures she is off the clock. What Jenny needs to realize is that there is never a clock-out time when youre a manager. The job that she now has is to ensure the practice success, not to make new friends. When I coach new managers, I give them the following scenario: Youre hanging out after work and one of the assistants tells you that she is looking for another job. She asks if you can keep it quiet.A friends answer: Of course - just give me as much notice as possible.A managers answer: Well - you need to know that I have to prepare the office for a change in staffing. If youre looking now, then Ill place an ad to begin the hiring process. We can keep it quiet with the team but I will have to tell the doctor. I hope you understand. Do you see the difference? A manager has to put the offices interests first. Jennys focus on the numbers is well-intended. However, she shouldnt use loyalty to achieve her goals. Jenny could position herself as someone who needs help from the team. Asking her coworkers to brainstorm to achieve these goals is a much better way to obtain help than just expecting it. The missing skill What is missing from Jennys skill set? She is smart enough to evaluate the practice metrics and to train new team members on the office systems. What she lacks is management skills training. Her new duties alone require exposure to skills such as facilitating team interaction, goal-setting, and talent development. Her coworkers will now look to her for guidance, but will be more likely to accept her suggestions if she makes them based on the practices needs, not based on a whim or an emotional decision. Its hard to be the manager - no doubt about it. Several managers have told me they miss being in on the office chitchat. New managers know what its like to come around the corner only to have the conversation stop suddenly. The experienced manager is comfortable enough to walk in and start another conversation with the full knowledge that she doesnt have to know everything that goes on in the office. As long as she can stay aware of the issues that affect the practice, shell be just fine. Teresa Duncan is President of Odyssey Management, Inc. and Dentistrys Revenue Coach. She is an international speaker that focuses on recapturing and maximizing income opportunities for dental offices. Insurance and accounts receivable systems are her specialty. Her company offers a Billing and Coding ESupport line to answer any questions your office has on those topics. Visit her website for more information and to send her any questions or comments. www.OdysseyMgmt.com
Share this post
