By: Kriss Barlow, RN, MBA | kbarlow@barlowmccarthy.com
Some field reps are easy to manage for results and others, not so much. We could have a full-on discussion about how they got to be that way – a chicken-and-egg conversation – but since I already took on managers that drive their staff nuts in previous writing, this blog shares the challenges of even the most diligent managers.
Program Accountabilities are Just Suggestions
Internally, most leaders work hard to set realistic expectations. With internal pressures for growth or leakage management, it gets messy at the leadership table when promises are made and team members don’t deliver. It’s really problematic when it’s a pattern. As a leader, set goals that can be met. As a team member, recognize this job is about results. You own that.
Failing to Improve
The leaders I know are willing to work hard to help their staff members show progress. Frankly, many try longer than they should. The kick in the gut are staff who choose not to be coachable. The reasons are variable but include a belief by field staff that they know better, discomfort with vulnerability, or a lack of interest in changing. It’s most often seen with a nod, but no visible effort. As a leader, assess quickly, set improvement goals, and measure. As a team member, be willing to be coached or find a role that better suits you. Some try to wear down the leader or create other allies in the organization. In the long run, those are not real solutions.
Just Doing
Field staff work very independently with a very important audience. Leaders need doers who are also thinkers. That means taking time to prepare, evaluating the situation and providing the right intelligence. Leaders rely on their staff to make good choices about what they say, when they say it and to whom it is said. The other caveat is a team member who executes an initiative knowing it was not the best approach. The reason given is some form of “That’s what you told me to do…” Leaders need to provide the tools, direction and the right level of latitude. Team members must be strategic and tactical in the field.
Pot Stirring
Team dynamics is a fascinating thing! Leaders are challenged when they have individuals who feel the need to keep the team on their toes in a not so good way. That’s the team member inclined to text others about rumors or raise issues within the team about fairness, change or the issue of the day. Alongside pot-stirring is too much drama. Drama can be about things that are learned in the field, happenings in personal life and everything in between. Over time leaders recognize the drama, but sometimes before that point, they oversell internally which can cost the leader credibility with their peers. Today’s leaders are trying to stay afloat in a sea of change. While field staff are wired a bit different, knowing when to react and how much and who to involve is an important attribute.
Advocacy for the Customer over the Organization
Passion is a hallmark of good field staff. Program leaders rely on field staff to ensure the organization considers the voice of this important customer and to advocate for their doctors and practices. The challenge is that leaders need and expect equal passion for the organization they represent. Leaders grow weary of the role as chief defender of the organization with their own staff. Field staff may need to shadow and have regular conversations with caregivers within the organization – whatever it takes to stay balanced in this regard.
Where do you land? As a manager you may agree or think I missed your hot button issue. What is it? Field staff may be thinking, “Yes, but…” Our everyday lives are about working together. Great leaders defend the value of their teams. Sometimes, it just takes a little extra effort!
And, lest you missed the blog on what Managers do that drive their field staff nuts, here it is: https://barlowmccarthy.com//blog/what-motivates-field-staff-and-what-does-not/.