How to Think Like a Manager

Abstract

Listen

Translate article

As I stumbled through my first year as a manager, I was very fortunate to have a strong management support system. I was trained on all the required managerial tasks, given all the correct articles and books to read, and provided many opportunities to improve my leadership skill set. Unfortunately, some lessons can only be learned through personal experience. Management and leadership skill sets are woven together tightly. The way you handle one skill set, affects the other. I’ve heard many times that it’s important to manage processes and lead people. Here are some other tips that might help you, especially if you’re a novice in that first, often challenging, year of managing employees. Define your and your department’s scope of responsibility. Biomed techs, for example, love to fix things and make their customers happy. But, as a manager, you have time and budget constraints. Everyone wants a piece of your time and money. Remember that your priorities have changed; now you manage not only your time, but also your team’s time. You have to determine best practices and the best way to spend those budget dollars. Once you have defined the scope of responsibility, keep a firm grip on it and change it only if there is a strong reason. Use a calendar. Managers are very busy. Using some type of calendar to help track your meetings, tasks, addresses, phone calls, etc., is essential to keeping up with management demands and staying on track. If you use an electronic calendar, such as Outlook, learn all the features. Many offer address books, phone numbers, tasks tabs, notes, and reminders. Let your calendar work for you. Be prepared to make unpopular decisions. It’s never easy playing the bad guy, but at some point you will have to make an unpopular decision. There will be a time when you have to deny someone time off or require someone to work a weekend. And there will be a time when you have to tell a customer you can’t do something. Have all the facts, explain your decision, and, if possible, provide the customer with options. It will still be an unpopular decision, but at least there will be a better understanding of what went into it. Remember, stay within your scope of responsibilities. Be prepared to have crucial conversations. Most staff do good work, but every once in awhile someone makes a mistake that must be dealt with in a frank conversation. Have all the facts available and have a checklist or notes spelling out the points you want to cover and what you want to say. Be honest. No one benefits from fluff when dealing with issues that can potentially lead to termination. Each party in the conversation needs to know exactly where he or she stands. Make sure you have consulted with all appropriate parties, such as human resources (HR). Take time for yourself. It is very important to take 10–15 minutes a day and get away from your desk. Managers are inundated with information and requests. For your own mental well-being, step away for a short period of time. Read an article, walk around the facility, anything to clear your mind before returning to your desk. Assess training needs for you and your team. You are only as good as the weakest member of your team. Build your team’s skill sets and everyone benefits. DevelCarol Wyatt, MPA, CBET, is a manager of Biomedical Technology Services at Baylor Health Care System in Dallas. E-mail: carol.wyatt@BaylorHealth.edu