I started working as a dental nurse 20 years ago and have made strong friendships within the practice over the years.
After going on maternity leave I was asked to come back as the practice manager. I had a very close bond with one particular nurse and I knew that this could change the dynamic between us and I had to speak to her first before taking on this role.
This was my first defining moment as a practice manager – I just didn’t know it then.
Setting boundaries
I spoke to my colleague and explained that things may change between us. We agreed she needed to respect the decisions I would have to make as a manager, not to put me in any awkward position in terms of sharing any practice information and to keep work separate to our friendship.
She was overjoyed for me and her response was what you would expect from a true friend and supportive work colleague, ‘Lisa I would never want anyone else acting as manager, you have my support and I know you will do a great job’.
Mutual respect
The fact that I had the respect to speak to my friend before accepting the role meant a lot to her. Relationships between colleagues are built upon a mutual respect towards each other.
Following on from this initialdefining experience as practice manager, I have learned to connect with my staff, be social with them, call them my friends and still have the respect at work.
Staff will do so much more for you in terms of performance if you all have good solid authentic relationships and take a genuine interest in each other.
Letting down ‘the wall’
My team understand that at work I’m in work mode. I’m still always supportive to them, approachable and don’t take myself too seriously, however they also know that a challenging situation may mean that I’m stressed or frustrated (although this is not very often). Because of the relationships and respect we have, we can acknowledge the way each other is feeling and not let it become personal.
They love the fact that I socialise with them, open up to them and really let them get to know the real me. By being so open with them, they too let me get to know them, which is critical as a practice manager.
You have to take an interest in your staff and be aware if they need support in or outside of work.
More often than not, it’s not the work that can make a job feel frustrating or difficult, or even motivated and positive – it’s the people you work with who can make all the difference. You may be absolutely rubbish at laying bricks but you will try your best and work your backside off for a foreman you like and respect.
So what I am trying to say is, it does not hurt to let down the wall and get to know your staff, we don’t have to be ‘the bad guy’, let’s be the ‘respected, fun, caring, interested guy’ instead.
Just by building on your relationships with staff alone, you will see performance rocket.
Even if Maureen has been getting on your nerves for years, swallow it up and get to know her – both your working lives will improve, and, who knows, you might even end up liking her!
