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As a manager you may have the opportunity to manage a nursing unit or
department where all the work is accomplished by your team! Your team
building role provides a unique opportunity to develop staff, problem solve
and meet the patient’s needs. The team leader determines the style of the
team while the most important role of the manager is one of communicator and
role model.
Managers can be advocates for the team in the building stages. They
can assist in undoing the structure that is a barrier to success for the
team and provide resources for the best possible care and problem solving. A
positive mindset and communicate and express confidence in the team’s
capabilities.
The following can be useful tips in managing your team, as outlined
by Margaret Sharp Woodward: ·
Role
model in a way that demonstrates respect to staff, peers, and others.
·
Remind
the team of the task at hand.
·
Respect
the team for their professional knowledge and skills.
·
Project
self-confidence.
·
Show
enthusiasm.
·
Listen
and problem solve.
·
Be
flexible.
·
Provide
support.
·
Be organized.
·
Continually
use your human relation skills.
·
Create
an atmosphere of cooperation and collaboration.
·
Keep
the team on track and focused.
·
Recognize
and reward team members.
·
Give
feedback as necessary.
·
Share
common goals.
·
Give
the team members accountability and responsibility.
·
Manage
with a clear vision and share it often.
·
Allow
the team members to take risks.
·
Provide
encouragement and feedback.
·
Clarify
assignments when needed.
·
Foster
a cooperative environment.
·
Write
about the team and their accomplishments in memos, newsletters and
professional journals.
[Margaret Sharp Woodward. Communication for Managers (New York: Harper
and Rowe, 1994), 297.
What to do if a Team is not Performing Well
One if the
major reasons why a team might not perform well are that there is no clearly
defined goal to work toward. This deficit isn’t always obvious to staff
members on a team. If situations are not going well, the team members may be
more likely to lay the blame on a single tea member, considered a weak link,
rather than to ask management to clarify the team’s objective.
Without a mission or vision, staff members may tend to continue
working individually, unsure of how to function as a group. The manager,
then, has to make sure that the team gets together on a regular basis so
that everyone can bring up questions or concerns and redefine common goals.
Once there is clarity and commitment to a common goal, it’s easier to
spell out each staff member’s roles and responsibilities and get important
feedback.
There is magic to teamwork that is often summed up by the statement,
"the whole is greater than its parts.” But because teams comprise
staff members with different expectations and temperaments, the magic can
easily turn into a nightmare!
The problem may stem from the fact that all the staff members did not
fully understand the concept of teams. Some may think “great, no I’ll no
longer have a boss or a supervisor and I’ll be self directed.” This
thought may even be reinforced because the manager have adopted a less
directive attitude.
In addition, many on the team may be unwilling to share. There may be
a lot of personal investment and sense of ownership about their work. It
takes a great deal of maturity to deal with the openness that teams often
require.
No matter what the team’s task, one way to build a long term,
intact team is to pay a lot of attention to relationship building. If each
member of the team feels valued and respected, then he or she will be a
motivated team player. A few suggestions listed below may help team members
get along: Trust is essential
Trust is essential in sharing information and planning for patient
care activities. It is also critical for team members to discuss, in a
constructive way, behaviors that erode trust. Building trust requires
respect, belief in the competence of others, taking risks and open, direct
communication.
Resolve
conflicts
Conflict is inevitable
within teams and a natural part of team building. Confronting problems and
resolving conflict will make the team grow stronger.
Empower team members to influence decisions and outcomes
This concept requires team members to listen to each other. Too
often, ideas are cut off, either by the team leader or members. An example
would be a team member putting out a suggestion or idea and the response
being, “great, but.” When the word “but” is used, it may imply that
the other person has a better idea and someone is not listening. This
results in enthusiasm and creativity being stifled. Encourage and help team members solve their own problems.
The increased ownership and
commitment that results can payoff in terms of improved team performance and
satisfaction. Give teams a wide range of roles and functions.
If teams are provided with
training, information, equipment, materials and especially the opportunity,
they can accomplish significant work. The removal of self-constraints.
Skill deficiencies and low
self esteem among team members is important to enhance team self-management.
Providing role models and training and learning opportunities are also
important for equipping staff members to be effectively self-managing. Incentives provided by the organization and management team. If encouragement, rewards and incentives are provided to team members, they will feel more of a commitment to contribute constructively to their team’s performance and team effectiveness. This is turn will benefit the organization’s mission, philosophy, goals and objectives. Become patient (customer) focused.
High quality, patient
satisfaction and a service orientation are good business practices in any
organization. Team members should also be empowered to solve patient car
problems and concerns.
Positive
Management Report
Coaching, counseling, and mentoring can be extremely rewarding.
Rewards come from the small, but consistent successes of the person or team
with whom the manager is working. The reward is the celebration of what an
individual staff member or team has achieved and the part that the manager
plays behind the scenes.
Margaret Minor defines coaching as a “directive process by a
manager to train ad orient a staff member or team to the realities of the
workplace or process and help the staff member or team remove barriers to
optimum work performance.” Coaching is useful to assist the team to
identify standards of performance, assess the current performance and
develop a plan for improvement with a timetable and follow-up dates.
She further defines counseling as “a supportive process by managing
a staff member or team define and work through personal or work related
problems that affect job performance.” Career counseling insists on staff
member or team accountability, with an expectation of success.
[Margaret
Minor. Coaching and Counseling: A Practical Guide for Managers (Los
A mentor is described by Mary Jane Balzar as “an individual with
experience in a particular area who offers to share that expertise with a
staff member or team who is still learning and guide that individual or team
to greater awareness or ability.” It involves not only teaching specific
skills for doing a job, but also survival skills such as handling the
politics, negotiating with others and communicating effectively.
Mentors usually have similar goals, values and personalities. The
mentor can also be a nurturer who can listen and guide the staff member or
team through a dilemma or crisis. It can even be considered a tool to be
used in professional career development and effective team building.
Role modeling for another
or a team can often be described as the most important method used by the
mentor. Mentoring can also be considered a “growth process” when someone
is observing the staff member or team in action.
[Mary Jane
Balzar, “The OR Manager as a Mentor: Paving the Way for the Future,” OR
Focus (1989); 5 (4): 5].
Whether the situation requires a coach, counselor or mentor, the
effective manager should use the technique of increased listening to provide
feedback regarding what they heard to ensure that they heard it correctly.
The skilled manager will generally use questions to further identify and
clarify what is being discussed. Both parties must be prepared for the
discussion, whether they are formal or impromptu. In fact, there is probably
more “quality” in the coaching and mentoring in an informal arena.
Managers and Decisions
Manager’s may ask, “What decisions are left for
me to make now that the staff members of the new team are supposedly
empowered?” This way of asking may lead to more confusion because it
assumes that “getting to” make decisions is a goal in itself. It is far
better to focus on how the get the team goals accomplished, then on whether
the manager, staff members, or the whole team ends up making the decision.
Who makes the decision may depend on expertise, how many staff
members will be implement the project, and who is closest to the situation
requiring a decision. Managers and staff members working together can
optimize their time, talents, and learning curve as the team benefits from
the empowered approach.
Even though the manager’s behavior may not look like the boss of
the old organization, the work may be getting done far more effectively and
the patient’s needs being met more responsively. It takes enormous
self-confidence as a manager to let go of the old ways, remove barriers, and
ensure that the vision of the future involves empowering staff members.
The staff member’s behavior may look more like leadership than the
subordinate mind-set of the past. This is progress! Even though it may at
first feel uncomfortable, everyone (team members and managers) stand to
benefit from empowerment.
In the past, managers managed the workers. Now, more than ever, all
of the staff members will manage themselves and the managers will manage the
environment in which the staff members work. Ultimately, managers who
effectively led the empowerment effort and let teams make the decisions
realize a great deal of personal growth and satisfaction. They also find
that the power available to empowering managers actually increases the more
it is channeled to others.
So, how does an empowered manager let go of the decision making
process and let the team handle the decisions? Robert Crawford has suggested
the following challenges for managers is assisting teams make decisions: ·
Alignment
Managers should spend a lot of time clarifying goals and strategies that
integrate them horizontally with peers in other functions or units.
Coordinating vertically can give staff member’s knowledge of the
organization’s goals via a big picture and what measures it is using for
productivity standards.
·
Resources
Managers should provide the best tools and expertise needed for team
success. This may include budgetary information, systems, technical support
or the actual addition of staff members.
·
Coaching
The manager is responsible for coaching members to make decisions by
guiding the improvement process with team members. This is accomplished by
role modeling, providing feedback, facilitation and mentoring.
·
Training
Managers can identify and find ways to develop knowledge and skills in
the areas of current and future needs as well as cross-training and
continuous quality improvement activities.
·
Information
Team members need all the information they can get! Information is
power! Managers can provide the needed information in a user-friendly format
in order for the teams to provide better patient satisfaction.
·
Climate
Showing respect to team members and encouraging the same from team
members are the pillars of an empowered work setting. The climate should
include trust, respect, confidence and a true working partnership.
·
Rewards
and Recognition
Team members should be rewarded for providing excellence in patient
service and satisfaction. Necessary policies should be patient driven, not
management driven. This results in managers and team members focusing
outward rather than continually thinking about internal matters.
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