Leadership

Advance your career by demonstrating effective leadership

Learn when and how to step into a management role.

BY JANE SHUMAN, CO-EDITOR-IN-CHIEF, BOSTON

My story is not unique. Many leaders in the field entered ophthalmology by chance and successfully worked their way up the ladder. I spent nine years raising two daughters, but when I was ready to go back to work, I sought a profession in which I could work directly with people. I answered an ad for a scribe in the eye care department of a multidisciplinary setting because the hours were ideal for a parent of young children and the employer was willing to train. The rest, as they say, is history. I trained as a technician, engaged in community outreach and surgical counseling and, ultimately, became a manager at that same clinic.

Ascending to managerial status isn’t for everyone, but any ophthalmic professional with the drive and the know-how can advance her career.

For those eyeing that next step, here are a few lessons I learned along the way about how to reach a higher position.

Self-evaluation

One step to advancing your career is making a careful evaluation of the goals you’re aiming for and why you value them. What is it about being a manager that appeals to you?

Certainly, the higher wage is likely to be a factor, but that should not be the driving force. Rather, do you like to share your ideas on what may benefit the organization? Do you enjoy teaching others to succeed? Do you consider yourself a team player? For people in management, fulfilling the role in which we see ourselves is its own reward.

Stepping into that role

Many people who are promoted from within find the relationship with their co-workers changes when the promotion is announced, and it often does.

Having worked side-by-side for a period of time, your peers are aware of your strengths and your shortcomings just as you are aware of theirs. Friendships will change and if these relationships are more important to you than career growth, management in your current practice, may not be the right decision. You must be willing to forego “being one of the gang.”

If you believe that you can treat co-workers all the same while enforcing policies for the good of the practice, advancement may be right for you.

Lessons from retail

My first mentor was actually someone I met before I ever worked in medicine. In my days working retail, I learned to:

• Arrive early and stay late

• Know something personal about each employee to bring up in conversation

• Be fair

This advice is pertinent for anyone who wants to advance, regardless of the field.

In the medical arena, patient care cannot always follow the clock. Patients may arrive early or the day may run late. When appropriate, set an example for the rest of the team by putting in the extra effort. Putting an inquisitive nature on display can show the doctors you’re invested in the field. For example, as I was making my way, I asked the doctors about the outcomes of work-ups that were outside the usual presentations. Discussions like that helped me grow as a technician, but they also showed my employers that I was someone hungry to advance in her field.

Talking to the boss

When you feel you’ve put in the extra effort and shown the dedication and the skills necessary to manage, it’s time to schedule a frank discussion with you supervisor about your career aspirations.

Be prepared to have an honest conversation. A good time to do so is during your annual review. Goals are usually discussed: Your manager will have some goals for you to achieve, but advancement is your personal goal. Your strengths and weaknesses should be discussed during this focused conversation. Ask some of the following questions and pay heed to the responses:

• What do you suggest I do to indicate that I have supervisory or management potential?

• Are there any courses that will help me develop these skills?

• Will you mentor me?

• How do others perceive me?

Explain to your supervisor how you believe you can make a difference, and give specific examples. Ask if she has a project you can take the lead on to demonstrate your abilities. If none are available, keep your eyes and ears open for a process you feel can be streamlined, and offer to implement that change, with her permission.

A small process change can positively impact patient flow and alter the way your co-workers view you.

Management tips

Managers, too, fall under the scrutiny of the team. Setting an example for others and accepting accountability sets the stage for enforcing the policies of the practice.

Being fair to those reporting to you requires you to uphold workplace policies as written. It helps to know why certain rules were created so they can be explained to others.

As long as the policies are written clearly, the successful manager can refer to them.

Take advice

I was lucky along the way and met people who were willing to help me, but they would not have known my aspirations if I had not asked for advice.

For example, the operations manager of the multidisciplinary clinic once told me that no one department works in a vacuum and the actions of one area may affect others in the organization. The call center books the schedule that organizes the flow. Any change to the schedule that is not communicated to the check-in staff may have serious repercussions. Those words of wisdom proved to be pertinent throughout my career, in practices of all sizes.

That’s just one example of how the key to my professional development has been keeping an open mind to any assistance offered me.

See the big picture

Of course, personal circumstances were also a driving force. By the time I became the manager, one daughter was looking at colleges and another was entering high school. We needed to augment our salaries to help with the increased costs.

Through it all, I remained curious, not only about the clinical advances, but about personality traits. I tried to see the big picture, as a superior had once suggested. Seeing that big picture requires constant awareness and continuing education.

Medicine is changing every day with new laws and regulations, treatment advances and therapeutic options. To lead your team into the future, you must be willing to set the example. Read, question and apply the knowledge you gain. OP

Ms. Shuman, president of Eyetechs, is a nationally recognized authority on clinical flow, scheduling and technician education. Prior to founding Eyetechs, she worked for over 15 years as an ophthalmic technician and clinical manager.