Addressing management issues

Medical Laboratory Observer, June, 2004 by Christopher S. Frings

Bottom line. The panelists give numerous ways to show appreciation to your team. Try several of their ideas.

Dealing with a difficult manager

I have been at my job in a small rural lab for over 12 years. My question is this: How should one go about seeking advice from a manager who does not seem to care if I said I was from Mars and asked him to take me to his leader? The lead tech and the manager are often at odds with one another, which makes getting any improvements a nightmare. Scheduled work hours are another problem. The PRN (i.e., work as needed) techs work when they want; that is what PRN means, right? Yet, the lead tech covers whenever there is a need, sometimes, 16 hours straight, all hours of the night and day--and not when it is necessary. The manager does not seem to care. Overtime is never shared; no one else can have overtime, except that one person. Our budget, we get told time and time again, is in the dump, due to excessive overtime. I am at a loss. This other "stuff" makes it difficult for me to maintain a positive attitude, and I am easily frustrated that nothing seems to ever get done. A little help, please!

Continuous conflict in the workplace leads to more turnover of staff and results in unhappy employees. Perceived or actual mistreatment of employees by the manager causes the same results.

Alton Sturtevant points out, "I assume that the manager and lead tech have been at the hospital during your entire 12-year tenure. This being the case, then chances of a meaningful change may be slim. Speak individually with the lead tech and manager (if you can) and suggest a work schedule that would solve the overtime issue of distributing it among all parties. You could also engage in a discussion relating to these topics at the next budget discussion. Point out the benefits of using the PRN personnel on a regularly scheduled basis to reduce costs and stress among the staff. If this approach fails, then speak with the human resources department to point out the issues from your perspective. If all fails, then you must decide if you will continue to work in this environment."

According to Marti Bailey, "Ideally, responsibility for good communication is shared equally between a manager and his staff. In the real world, it does not always work this way; and if it is not happening, the burden is on the staff member to turn things around. You will not get anywhere with the issues you raise unless you are able to establish some kind of relationship with your manager that will allow open and honest communication. The kind of advice usually recommended for improving your relationship with your boss includes the following:

* Realize that you have to adjust to your boss' style in order to build a relationship;

* Realize that you have full control of how you respond to your boss;

* Learn and use proven sales techniques. By understanding your boss' wants and needs, you will be in a position to sell your ideas that will help to meet those needs."

Ms. Bailey adds, "The bottom line is that you cannot build a relationship with your boss if you are in the 'me mode.' Since you are such a small group, what do you think would happen if you went to your manager today and asked if there is anything particular that you could do to help out the team that day or that week? It is sort of an open invitation to find out where your boss is coming from at that particular time. The key is to build a relationship that focuses on your role as a supporter of your boss. Once this relationship is established, you will be in a far better position to propose problems and solutions that you would like addressed."