Management is not simple, by any means. The premise of successful management relies on the successful communication between employees and managers, combined with respect and positive energy. If both parties function within these basic elements, productivity and efficiency will be the result.

   Consciously or unconsciously, successful managers employ several tools or concepts, also known as management styles, to motivate people to behave in ways that are in the organization’s best interest. Simply stated, these styles are different kinds of behaviors we use to produce the reactions we need to get the job done.

   An “autocratic” leader is someone who believes that bosses give orders and employees carry them out without being active in the decision- making process.

   The “permissive” style allows employees to determine their own actions with no supervision; meaning, if the employees do not want to do something, they are not forced to do so.

    “Participative” management invites employees into the decision-making process and actively seeks suggestions regarding how the job may be executed. Employees are allowed to express themselves without being chastised.

   There are many other management styles, but it must be under- stood that the best managers employ flexibility in style and never settle on just one technique. Understanding each individual on your staff is critical as it allows you to predict their behavior so you can treat them in ways that utilize various management styles, which will ultimately get you the desired results.

   Important factors to consider with any working relationship are:

• Employees want to be treated fairly;

• Employees want to contribute;

• Employees respond well to positive reinforcement;

• Employees care about status, recognition, and where they stand within the unit.

   After speaking with both employees and managers, we have compiled a list of recommendations to help you manage to increase morale in your cath lab.

Check the Pulse of the Cath Lab

   Employees have the most respect for a manager that has her finger on the “pulse” of the unit. Do not be afraid to dig into the trenches along-side your staff. Spend time on all shifts to get a full perspective of what is happening.

   Seeing a manager working the least desired shift shows an employee that you know what the job entails. Tina McIntosh, a travel nurse with Clinical One, said one of the best managers she had worked with was often seen working nights when they were severely short staffed. The manager would come in early, leave at 3 pm to rest and come back to work the 11-7 pm shift. The employees returned the favor when staffing was short; many would volunteer to work an extra shift when asked by the manager.

   According to Clinical One travel nurse Larinda Walston, “A successful manager is someone who has stepped into your job with confidence and knows what is expected of you and expects the same of herself.” Keep your skills sharp. A knowledgeable manager is able to provide assistance in the lab and can troubleshoot with employees or intelligently find a solution to the problem. Maintain your credentials and or seek additional credentials that will advance your expertise in the cath lab. If your lab is going to mandate the RCIS (Registered Cardiovascular Invasive Specialist) or other credential, be the first one to obtain it.

   Make yourself available and watch the functioning and interactions on the unit — schedule time to round through at least twice a shift to avoid the perception that you may be hiding in your office. Avoid creating a heavy meeting or committee schedule. Organize your day so that you have “face time” with your employees. Keeping your day open for your employees will also prevent them from having to make an appointment weeks in advance to give you feedback. Getting real-time feedback is crucial to the success of your unit and it allows your employees to be heard. If you are going to follow up on an issue for an employee, provide them with a timetable on when you can give them an answer and, most importantly, follow through.

   Walk the labs and know everyone by name. Arrive to work early and ask how the night went. Allow enough time to resolve issues that occurred overnight. In short, take care of your lab and staff before you start your day.

Do Not Ask Your Team to Do Something That You Cannot or Would Not Do Yourself

   How much do you understand your organization? Knowledge of the field is invaluable. If you do not know the basics, you are likely to short-change yourself and the organization. In order to be an effective mentor and coach, you must understand what the job entails. Employees have the most respect for the manager that is able to teach them versus being the ones to teach the manager. One nurse shared that she had worked with a manager who was not able to administer narcotics because she could not pass the test. The morale suffered on that unit as the employees were not confident in their manager. Already overwhelmed with their workload, many were asked to take on more responsibility, because the manager was unable to perform most of the tasks. Make certain to know — and be able to perform — the intricacies of the job.

Give Praise

   Keep the lines of communication open and look for reasons to compliment your staff for a job well done. Be specific while giving praise and avoid generalities such as “great job today.” Let the employee know exactly why you are praising him or her. For example, “I saw how you handled that difficult patient who was experiencing extreme anxiety. You did a great job communicating with him about the procedure and helping him calm down.” Share the successes of the lab with your team. Celebrate goals such as improved patient turnaround times, record number of procedures completed, or the successful opening of a new suite or lab. Celebrate individual successes with the team as well as achievements, including RCIS or other specialty credentials.

Every Member of the Team Has Something to Offer

   Solicit feedback often. For example, if you are experiencing high infection rates and/or slow turn-around time, then ask your employees for ways the unit can improve. This demonstrates that you are interested in what your employees have to say and it allows them to truly feel like they are a part of the team. Fostering an environment where your employees are invested in the overall goals of the unit will increase the morale. Regardless of whether you agree with the feedback or not, the correct response is, “Thank you for the feedback.” Never immediately become defensive when feedback is offered as your employee is offering their opinions or beliefs, which are a direct reflection of how they perceive the situation. Negating their feedback will instantly shut the employee down and you may not ever receive candid feedback again. If you need to obtain clarification or additional details, use prompts such as “Tell me more about that.” Or “Can you give me an example of what you mean?” Create a “safe place” for your employees so that they can give feedback without fear of retribution.

   When giving feedback to an employee, find a private place to have the discussion. Do not showcase mistakes in front of other staff members. Use discretion when you are upset. It is important to offer balanced feedback. Every one of us has the opportunity to improve our performance. By offering both positive and constructive feed-back, your employee will understand what it is they are doing well (and will keep doing it), and where there are opportunities for improvement. Demonstrate how their actions or inactions are being perceived by you and others. An example might be: “When you communicate using quick one-word answers and a clipped tone, you are being perceived as rude and unfriendly. Is that the belief you want to create for others?”

Provide Support

   Create an environment where your employees feel well supported. Allow for self scheduling if at all possible. Giving your staff the opportunity to create their own schedule allows for autonomy. If an employee has a conflict with another staff member, listen to both parties and allow for each person to speak their case without making judgment of the situation. Allow the employees to participate in committees or functions that provide them the opportunity to make decisions that impact the direction of the lab.

   Another way to show your support is to bring in lunch or dinner for those that are unable to get to the cafeteria to eat due to inadequate staffing ratios. This lets your staff know that you recognize they are busy and that you appreciate their efforts. Keep an “emergency box” full of candy, energy bars, and other snacks and pass it around on the unit when the staff has not had the opportunity to take any breaks.

   Another morale booster is providing the opportunity for continuing education. Showing that you are invested in the future of your employees will keep morale high. The catch to this is allowing each person the opportunity to attend, not just those that are scheduled off the day of the seminar. Give everyone equal opportunity to grow.

   Maintain a strong management team at all times. You cannot be everywhere, nor can you manage everything; therefore, it is vital to keep a strong staff of mid-level managers that share the same style and philosophy as you.

   Don’t be afraid to take accountability for your mistakes (we all make them). Acknowledging your errors is not a sign of weakness, but rather a sign of strength.

   All leaders are constantly juggling a large array of demands from their organization, employees as well as themselves. Great leaders never drop a demand at the expense of another that is as equally important. Leaders are always accountable, although they may not be responsible.

Shambra can be contacted at shambra. speckmiear@clinicalone.com

References

Gellerman SW. Management by Motivation. Amacom, New York, 1968.
Mintzberg H. The Nature of Managerial Work. Harper & Row, New York, 1973.