Manager matters: Braving the new manager world
Shelley Cohen MSN, RN, CEN

$3.95
Nursing Management
January 2014 
Volume 45  Number 1
Pages 8 - 9
 
  PDF Version Available!

ABSTRACT
As a new manager, the pressures of workload and time constraints seem to interfere with many items on your "I wish I had more time for this" list. Here are the top 10 tips for survival as a new manager. Although it isn't an easy task to isolate the 10 top essentials for success in leadership, this list is a good place to start.After you identify key staff members who take ownership of organizational values and demonstrate healthy professionalism in their work practices, ensure that you work to retain them. Set aside a specific time on an ongoing basis to determine what aspects of their jobs energize them and what they're looking for in the future that will nurture their personal/career goals.Recognizing that enduring these types of work practices will only reinforce an environment where it's difficult to motivate the team, supporting organizational expectations early on is essential. Use the power tools of job descriptions-the mission statement, vision/values, and the employee handbook-to guide you in early identification and resolution of these concerns.As the manager, you're the one person that staff members, patients, and caregivers should be able to go to for the most current and accurate answers to their questions. Although there will be occasions when you'll need to seek answers elsewhere and possibly redirect others, overall you need to be the trusted source. When it's common practice that an unreliable source (a ringleader or staff member dedicated to disrupting your efforts) is the person defining reality, problems ensue. Not only does this perpetuate an environment of distrust, but it also supports the rumor mill and reinforces miscommunication.Events will occur requiring you to step in and redefine reality through policy, procedure, the handbook, and so on. When one or two staff members don't adhere to any of these, rather than sending out a message to all of the staff members, target your communication directly to those who need the reminder or reinforcement.

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