I am a "working" manager (like everyone else!). I have been doing well at work with regards to the management side of things. I know I am still at best a very average manager and I am trying my best to follow MT advice and improve.
My problem is I have been getting poor results on my non-management work recently. I have to lead my team and do all the work they do (I get 80%of my time for this and the other 20% for management stuff). I used to be good, but as I am focusing more and more on management I am getting worse at my profession.
I am a veterinary surgeon and I love the clinical work I do. I can only get good results by working hard and studying lots. But to do the management part of my job I need to improve my management skills. I am doing this through MT and other reading. I am finding I can't keep up with my clinical studying and the management studying at the same time. I have a young family which is also very tiring.
I would love to hear some advice and tips on how to improve my situation.
Cheers,
Stuart.
my scientists...
My scientists deal with this by hiring a lab manager. This lets them delegate the management and still have time to stay on top of their field.
In your case, your business rests on your surgical expertise, so I would think that would have to come first! You also have legal requirements to complete continuing education, etc.
Don't know if you *can* get someone to take on the management, or if you have someone working for you now that you can coach into it. I know these are tough economic times for DVMs. :(
You "have to"
Hi Stuart,
"I have to lead my team and do all the work they do (I get 80%of my time for this and the other 20% for management stuff)."
Do you "have to" or do you "want to." The reason why I ask is because many of us that come from technical backgrounds (I have a BSEE myself) often enjoy that technical aspect of our background and find it hard to give it up when we suddenly have the opportunity to manage. I know at times I find myself trying to offer design advice to yound engineers on teams and I have to step back and ask "is this really what my company is paying me to do."
In your case, perhaps your management or vet office is still expecting you to see patients and perform surgery on a daily basis in addition to managing. If that is the case, I would recommend having a heart-to-heart conversation with your boss to explore ways of best managing both. I had to do this myself last year when I was tapped on the shoulder to lead a high-profile risky project in addition to my Program Management duties. I needed to work with my Sr. Director to set boundaries and determine how to make both successful.
Good luck and hang in there! Feel free to email me at ron@pm411.org if I can provide any other suggestions.
Ron
Ron Holohan, PMP
Host of The pm411.org Project Management Podcast
www.pm411.org
ron@pm411.org