8 Interventions for Novice Managers

1
Why Do Novice Managers Need Interventions?

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The medical office, like many other employers, promote from within. Sometimes the people they promote have little or no management training and experience. Although these novice managers are very knowledgeable about the medical practice and have the potential to be excellent managers, they often lack certain skills in order for the medical office to be operated more efficiently and effectively.

There are many interventions to develop the skills of novice medical office managers.

2
Leadership

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There are several qualities that make a great leader. One quality that a medical office manager must develop is the ability to deal effectively with personal and professional circumstances with little or no anxiety. When the manager experiences intense anxiety, it is evident that they need to interventions geared toward improving their leadership skills.

3
Management

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Some people view leadership and management as the same. Leadership is an internal quality, while management is an external quality. Management is the ability to make effective decisions, develop processes and procedures, and establish strategies that are in the best interests of the organization. Leadership focuses on the “what” and management focuses on the “how.” An individual can portray leadership skills without being in a position. The same cannot be said for management. Management is a skill that is developed and includes the ability to delegate, discern, and develop others.

4
Delegation

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Delegating responsibilities requires a manager to be available to others in many ways. An “open door” policy best describes what a novice manager will need in order to effectively delegate responsibilities. Open door is not about the physical door but it can be. Having an open door means being available physically, emotionally, spiritually and intellectually for the staff.  Being approachable and having a welcoming disposition indicates to the staff that the manager supports them and they are more willing to follow instructions.

5
Character

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Novice managers must be focused on developing their character. A leader is responsible for influencing their team with integrity. Leaders that lack integrity find it difficult to have lasting success within their organization and with the people that follow them. Typically, people will not follow leaders that lack integrity. The actions of a leader are more powerful than their words. Employees don’t trust what managers say, they trust what managers do. They trust a leader that is honest and fair in all dealings with employees. When the manager fails to exhibit trustworthy behavior, employees are less motivated to follow the manager’s instruction.

6
Self-Awareness

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Being self-aware allows a novice manager to recognize when problematic issues arise that they may not have the necessary skill set to effectively handle the situation. Managers that are self-aware know when to ask for help before things get out of hand. They also spend more time focusing on the most appropriate tasks at hand versus focusing on insignificant issues that can be delegated. Managers that are self-aware also do not experience high levels of anxiety because they know their strengths and their limitations.  

7
Discernment

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Discernment is the ability to make good judgments which leads to good decision-making, in a timely manner.  This includes the ability to quickly analyze data, situations, and outcomes and implement change for the betterment of the organization.

8
Versatility

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Versatility is a skill that will help novice managers rise to the challenges of their new position. Leaders that are versatile can adjust to both individual and organizational needs as they arise. These leaders are able to see the big picture. They are not bogged down by insignificant details but thinks strategically about the future of the organization.  

9
Development

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Not only should a manager have the skills to develop themselves, they should also have the skills to develop the competencies of their staff. Professional development is key to growing from a novice manager to an exceptional one.

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