I'm an office manager for a practice with 26 doctors and team members. Because the owner hires personal friends, I can't effectively discipline team members who don't meet expectations. One problem employee has known the owner for more than 20 years. She's not a team player and her poor performance frustrates others. What can I do?
She's a workaholic. He doesn't get the rules. She wants a steady, independent work environment, while he prefers lots of activity and public recognition. Here's a quick guide to the care and feeding of team members from different generations.
We rehired a team member after she had a baby and she's implemented a nursing regimen at work. At lunch, she nurses in her car with her undergarments visible or on the side lawn of the practice parking lot. Then she pumps—in our doctor's office. The rest of the staff is uncomfortable, and we would like to encourage discretion while still supporting her decision to nurse her child. How do I approach this employee?
You're the head technician at a flourishing practice. The hands-on owner is struggling to keep up with his rapidly expanding client base, and he often fails to delegate tasks to his team. Firstline Editorial Advisory Board member Sheila Grosdidier, BS, RVT, a partner with VMC Inc. in Evergreen, Colo., offers this script for addressing the owner, Dr. Committed
You're the practice manager at a mid-sized clinic. When the stress index is high, one of the associates snaps at team members. Several team members have complained, and a few have threatened to quit. You're ready to discuss the problem with Dr. Sweet, the associate. Firstline Editorial Advisory Board member Pam Weakley offers this sample script:
Our mixed animal practice is co-owned by one part-time and one full-time veterinarian. The part-time doctor handles the administrative duties, but she regularly arrives late and leaves early. The result: Our practice doesn't function smoothly and we're constantly operating in crisis mode. What can our team do?