In an effort to take a more practical approach, here are my top five management tips, along with a brief explanation of the role they play in operational management. Feel free to use them. Every day. I insist. You won’t be sorry. Promise.

 

Communication and management go hand-in-hand; they cannot be separated; like a cake without icing. Yet it is a key component absent in many offices (communication, not icing). I’ve seen the damage this missing ingredient can do firsthand (again, communication, not the icing). If staff feel they are not listened to or worse, not heard; if they feel they are not encouraged to offer new ideas or suggestions for improvement; cannot share difficulties they face or occurrences they’ve observed, they don’t feel like part of the practice. It is a communication barrier that not only feeds a declining morale, but minimizes productivity. Participating in regular staff meetings is one way to give them a voice; a feeling of inclusion. Keep that door of communication open. Shut them out, and you’ll shut them down. 

Staff are like sponges, they absorb information and want to learn from you. So you can represent a loofah and learn from them as well. They’re the eyes and ears observing things you may never see, and hear things you may never hear. They do good deeds you might never know about that are great for the practice. If you pay close attention, you should have no trouble acknowledging three things that you’ve learned from your staff at the end of each week. Tap into their insight. If it is criticism you receive, accept it openly for it will only improve your management skills, maybe even expand your circle of friends. 

The Oxford Dictionary defines paying it forward as responding to a person’s kindness to oneself by being kind to someone else. The tone and philosophy of the office starts at the top; and what better way to create more of the same than to be a first-class example. Give new meaning to paying it forward by encouraging your team to do as you do. In other words, you can inspire your staff to follow policy because they see you do it:

Say this five times fast: “Nix the notion that performance reviews are useless face-to-face confrontations that compel you to give a raise under pressure and with resentment to undeserving staff.” Nothing could be further than the truth. First of all, giving raises when they aren’t earned is on you. By the same token, if justified, don’t avoid giving raises. The true purpose of having written job descriptions, clarifying expectations, and giving constructive feedback (via aforementioned performance review) are for staff improvement and building on their strengths. Reviews should be honest and straight-forward with a plan for ongoing development. A formal evaluation should be scheduled annually; however, giving advice and guidance should be a daily occurrence. Staff want to do the right thing the right way and given proper tools, support, and encouragement along the way, they envision their work not just as a “job” but as a career. That kind of employee adds tremendous value to a practice. 

 

We all know that treating staff with fairness and respect and showing them appreciation brings about positive vibes in the workplace in terms of boosting productivity, engagement, and dedication. Even better is that praising good behavior encourages repeat behavior. Were you also aware that psychologically, your positive reinforcement in these areas can actually influence your employees’ health and well-being? You have the power to make impactful, attitudinal changes! Scary, huh? Use it generously. Don’t waste it.

 

Of course, there is much more to being a manager than these five factors, but consider them a running start. You can. You should. And if you start, you will. And that, is the icing on the cake!