By: Kriss Barlow, RN, MBA | kbarlow@barlowmccarthy.com
Managing the expectations of leaders and the team’s abilities
When we are in the field, we tend to have a multitude of great ideas about management. When we get the chance to assume a management role, somehow those great ideas get overpowered by daily requests from internal stakeholders and a team that feels already pushed to the limit. For field staff managers, here are four ideas to manage the squeeze and find a little enjoyment along the way.
- So many priorities, so little time
We’ve all heard the expression, “it’s not a sprint it’s a marathon.” This is so true for physician relations managers. The impact of the field program happens through people. So, it’s critical to effectively address team needs; to perhaps align the talent and culture, to motivate and/or to energize the team. Evolving a team to a more productive space takes a plan and time. One idea I’ve come to embrace is creation of a personal sales plan for each team member that outlines their specific steps to help achieve the ultimate team goal. The success of the program relies on team competence.
Physician liaison programs get frequent requests for support from all levels of internal stakeholders. Managers feel the need to respond to those demands and be helpful, sometimes in the backdrop of an irritated team that’s stretched thin and trying to be more strategic. Managers need to find ways to meet the demands of organizational priorities and still keep the team focused. This is pace and message management at its finest. The demands won’t go away, so finding options and scripts to manage this are a significant part of the role. Get ahead of this one.
- Work on your everyday management skills
Many of the best members of the field staff are a fascinating combination of tender-hearts with sizable egos. Success in the job actually demands that portion of healthy ego as many days are filled with rejection. The best managers work to lead accordingly and engage the team in process improvement and field results. For example, some liaisons are excellent at follow up while other team members might be fearless at new market entry. Reward what’s working and customize the personal growth opportunities. On the journey, help team members define a path to ensure each step, however small, is in the right direction. Those steps backward are painful. Consistency matters.
- Learn through observation and conversation
Organizations are filled with many wonderful managers, yet too often the ones who aren’t that great are those we often see. We need to seek out those who have achieved the right level of rapport and outcomes with their teams and with the leadership. Seek their wisdom, ask for ideas and observe them in action. Give yourself permission to learn and improve. Some of the best leaders may be in other departments, so look broadly throughout the organization and recognize one individual may be best for team development and another for internal positioning with leadership. Best practices may be spread among several sources.
“In any given moment we have two options: to step forward into growth or to step back into safety.” – Abraham Maslow
- Options are essential
We all value a field team’s ability to be nimble, embrace change, think outside the box or any of the other phrases that demonstrate a cohesive and flexible team. And yet, managers at all levels have their optimal plans for how things could be accomplished. Perhaps in fairy tales those two things really do live happily ever after. In reality, even the best plans will change. A strong manager is able to call out areas where rigor is essential and to know when and where to flex. It’s hard and gets harder when there are so many asks in a day. In your plan for the team, consider the handful of foundational items necessary for success and then develop flexibility in those other aspirational ideas. Get input from others early and often, but know that ultimately it is the manager’s call and that level of responsibility is part of the reward in the manager’s role.
Looking for more? I would love to chat about your specific needs. Send me an email and we can find a time to connect kbarlow@barlowmccarthy.com.