Answering your questions on faxing etiquette, who should go to national meetings, a self-appointed interim supervisor, and a new mission statement

Medical Laboratory Observer, Jan, 2000 by Christopher S. Frings

A new mission statement

Q We have a new mission statement at our reference laboratory. How do we get people to buy into this new mission statement?

A If the team was not involved in developing the new mission statement, you have missed a great teambuilding opportunity. The panel agrees that it is a lot easier to get a team to buy into a mission statement if the group was involved in its development.

Marti Bailey points out that just because your mission is publicly defined throughout your organization does not mean that all employees will automatically embrace it. Michele Best says, "Buy-in, to me, means that management has achieved the state of shared vision/values in the organization. I would try to paint a vivid, exciting picture of what the organization wishes to be (the importance of its mission) and carefully describe each person's critical role in achieving this vision."

Linda Blacklidge and I agree that as with any change, the key to success is communication. Ms. Blacklidge recommends, "Begin with kickoff meetings that fully explain the reason for a new mission statement. Employees need to hear it from their supervisors and administrators. As you begin to roll out your new mission statement, provide opportunities for your employees to voice concerns or ask questions. It would be appropriate for you to solicit employees' opinions and input at staff meetings. But the bottom line is that everyone must accept it."

According to Lynne Garcia, "All of the key terms and themes in the mission statement need to be identified in detail--what do you want employees to do? Remember that upper management should serve as role models; if this does not occur, good luck in implementation without staff members becoming cynical."

Bottom line. Have a meeting of all personnel and present the new mission statement to them. Give each employee a copy of the mission statement to keep; ask everyone to memorize the mission statement, explain why the mission statement was developed, and explain how their department and job fits into the mission statement. Expect better "buy-in" if the organization's management show by example that they are living the new mission statement.

Christopher S. Frings is an internationally known consultant and speaker on the topics of leadership, managing change, time management, reaching goals, and stress management. His consulting firm, Chris Frings & Associates, is in Birmingham, AL.

MLO'S Management Q & A department provides practical, up-to-date solutions to readers' management issues from a panel of laboratory management experts.

The following panel of expert supervisory technologists have provided their input in the answers given in this column:

Marti K. Bailey, MT(ASCP), Chief Technologist, Hersey Medical Center, Penn State Geisinger Health System, Hershey, PA.

Michele L. Best, MT(ASCP), Director, Laboratory Compliance and Resources, Department of Pathology, Washington Hospital Center, Washington DC.

Linda Blacklidge, MM, MT(ASCP), Director of Laboratory Administration, Evanston Hospital, Evanston, IL.