Let your personality emerge after you understand the practice and have made some contribution.
Starting out can be tricky: You are on board, but the jury is still out on you. It is a time of trial. You often are being watched to see if you will work out. Here are some things you need to do to start out on the right foot and keep moving in the right direction:
During the first few months, you cannot possibly understand the implications of certain decisions you might make. You might be criticizing a protocol or idea that was done by someone really important. Or you could be changing something that will affect someone on the staff in ways you aren't aware.
If you are responsible for managing any employees immediately, then look at the review and pay-raise dates, and make sure no one is overlooked. You can't afford to wait three months to get settled while one of your people is stewing about an overdue salary review.
Keep your head low until you learn how the practice operates. Most veterinary hospitals follow specific protocols for dealing with patients, clients and practicing medicine. All those things are part of the culture, and they are unwritten. To learn them, you have to pay attention.
I had a client, for example, who lost his job because his management style rubbed everyone the wrong way. He is a touchy-feely manager who, when he wants his employees to do things, schmoozes with them, saying things such as, "You know, I was kind of thinking about this and ..." But the practice culture was such that the employees liked and expected to be asked straight out. His style made them feel patronized and manipulated, and his own staff did him in.
Pay your dues before doing things at a variance with the practice culture. After you build up some credits, you'll have more leeway. Let your personality emerge when you understand the practice and after you have made some contribution.
As far as subordinates are concerned, find out other people's opinions and then form your own. Consider that you might have a different perception because you have different values.
I know one executive who found out that her last three predecessors were fired. She knew from talking to people that her boss was the type whose ego was bruised when someone had ideas. He had a talent of getting rid of these people.
To protect herself, she built relationships with her peers, the heads of offices around the country. After a year and a half, her boss's brother took her to breakfast and told her that, unlike her predecessors, she could not be fired: it would have been such an unpopular decision that it would have backfired on her boss.
Set modest goals for your own personal achievement and high goals for your department. Make your people look good and you will too.
Keep a hero file for yourself, a hanging file where you place written descriptions of all your successes. If you must job hunt in a hurry, then you'll be able to recall what you've done.
Take proactive action to move toward your goal. Take on a lot of assignments. If a medical case comes up that fits into your long-term plan, then do it. If one doesn't fit into your plan, then you can do it or you can say, "Oh, I'd love to do that, but I'm really busy." Make those kinds of choices all the time, and you successfully will balance perception, productivity and career advancement.
Kate Wendleton is president of the Five O'Clock Club, (www.fiveoclockclub.com), a nationally recognized career counseling organization. The club provides affordable, state-of-the-art career counseling services directly to individuals, and outplacement via the corporate market. Services include small group as well as individual career coaching through a nationwide network of certified career counselors. The club's methods are based on 14 years of research. For more information, call (800) 538-6645 ext.600.
Podcast CE: Using Novel Targeted Treatment for Canine Allergic and Atopic Dermatitis
December 20th 2024Andrew Rosenberg, DVM, and Adam Christman, DVM, MBA, talk about shortcomings of treatments approved for canine allergic and atopic dermatitis and react to the availability of a novel JAK inhibitor.
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