Illustration by Jennifer Taylor
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Are you ducking a crossfire of surgical instruments or hiding in the inventory closet every time the fireworks erupt? Do your
managers launch verbal missiles, engage in cold war tactics, and put you squarely in firing range by asking you to choose
sides? As an African proverb notes, when the elephants fight, the grass suffers.
Often bosses think team members don't see what's going on, or they're so involved in the conflict, they don't care if those
around them suffer. Whether they're owners, managers, or team leaders, when they fight, everyone feels the aftershocks. The
team is distracted from the practice's goals. Employee morale spirals downhill, hurting productivity. Some employees take
sides, some hide, and others quit their jobs. And these bad feelings trickle down to diminish client and patient care.
So what can you do if the bosses are constantly locking horns at your practice? If your practice has a human resources department,
you have someone to step in and stop the head butting. But what about the rest of you? Here's a crash course to restore order
and turn the focus back to your patients and clients.
Call a cease-fire First, decide whether there's truly a problem. Owners, managers, and supervisors may vary in their management styles or take
different views. These differences can be good when they provide diverse perspectives and encourage everyone to share ideas,
as long as the management team makes decisions and moves forward with one voice. But when excuses are persistent and there's
a definite lack of direction, team members are chronically stressed and less productive. Service falters and no one's willing
to pitch in when the job gets rough.
At some point in your career, you'll probably work for a boss who lacks the skills of essential personnel management. Let's
look at two common—and I hope not too familiar—scenarios. Then we'll explore how you can boost your skills, improve productivity,
and thrive—even when the owners arm wrestle, supervisors and managers scream at each another, or your boss slings silence
when she doesn't get her way.
Case 1: Your supervisor and her boss don't see eye-to-eye
Fig. 1
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Susie's boss, Anna, asks her to create life stage handouts for the senior pet wellness kits. But when Susie is halfway done
with the project, Anna's boss, Julie, asks to see Susie's work. Julie makes suggestions that aren't in line with what Anna
intended and changes the project's direction. These situations occur more and more often and tension soars between the managers.
Susie has a strong allegiance to Anna, her boss of two years. However, Julie is higher up the practice ladder and can override
decisions. Susie believes these two leaders can make her life uncomfortable and jeopardize her career.
Here's what Susie can do:
- Communicate directly and clearly. Tell each manager what the other has suggested and explain it's difficult and wastes resources to try to satisfy both their
requests. Then ask the managers to meet and determine the goals for the project. Ask only the direct supervisor to communicate
directions to avoid conflicting messages.
- Engage a third party. Is there someone else at the practice with authority—perhaps the practice manager or an owner? If an uninvolved leader is
available, schedule a meeting to explain the situation. Prepare notes and keep the meeting short and factual. And keep knowledge
about or from the meeting private. Handling this situation professionally improves your credibility and the likelihood you'll
receive the help you need.
- Get it in writing. Ask your supervisor to provide written instructions when you suspect the managers may disagree about a task or project. In
the absence of written instructions, document your boss's verbal instructions.
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