How to manage more than one boss

It’s hard to think of a professional relationship more complex or unique than that of the practice manager and the GP partners. Job satisfaction for the PM is hugely dependent on it being managed successfully and this offers some helpful advice on how to approach it.

Managing more than one boss is difficult but if approached in the right way you can enjoy the benefits of having many bosses.

It’s a problem most practice managers have but the solution is in their own hands. What you do and how you act can make all the difference so don’t think of it as one problem, think of it as three separate parts to manage.

Manage the individuals.

• Understand each one, learn what they like and dislike, and find what gets you a positive response.
• Build a relationship. It doesn’t have to be close but make it positive.
• Remove barriers so they are able to do their job.
• Point out and facilitate when you need them to do something else.

Manage the group.

• Be their advisor whenever needed.
• Filter information to what’s relevant and necessary.
• Bring solutions for them to agree, not problems.
• If a decision is needed, tell them and ensure they make it.
• Communicate, you want to keep them informed.

Manage yourself.

• If you say you’ll do something, do it.
• Deliver bad news so they don’t get surprises.
• Always be well prepared.
• Provide leadership, use initiative and make decisions.
• Take responsibility, don’t blame others.

Follow this and you may find you have a group of good bosses not a jumble of bad ones!

Lonely at the top

I’ve often felt that being a practice manager is a lonely role. I’ve mostly been able to counter this effectively and this suggests 3 easy ways most PM’s will be able to use to prevent that feeling of loneliness in their job.

Being a lone manager can be a lonely role. Everything rests with you and while there’s a freedom there’s also a pressure.

You have no one to talk to and if you do, there is little gratitude or reassurance. This, and being responsible for everything, can make you unsure of ideas and decisions, feeding inertia and stifling creativity.

Being a lone manager is tough so it’s wise not to be alone.

Most of us need someone to talk to for advice, reassurance and to stimulate ideas. Conversations with others are invaluable so it’s important to find a trusted person you can regularly share and think with.

Other managers in similar roles will relate to your experiences. They may be in the same organisation or outside; with an external manager often providing a more independent perspective.

Alternatively consider a colleague who reports to you. This can be a way of combining valuable mentoring, which they should find motivating and rewarding, and allowing you to stimulate and clarify your thoughts.

If you report to someone, they may also fill the gap. In any conversations you want to come across as confident, but it also allows the chance for you to shine and gain the thoughts of who you are talking to.

It’s tough at the top but it doesn’t have to be lonely.

Is your practice built of straw or bricks?

Our CCG had wanted to investigate the resilience of their practices. I’m not sure whether their approach was effective, but it prompted me to create a framework a practice could use to build resilience. Even the CCG liked it!

Greater resilience for practices is a priority. It’s not just about individuals but how we build our organisations.

Practices can be one unavoidable problem from disaster but if resilient you will be able to weather difficulties to quickly recover. This is your 10-point plan to build your resilience, which if you can say yes to each, then you’re probably a resilient practice.

Flexible systems – focus on the outcome you need, not a rigid process.

Multi skilled staff – able to work in more than one role if needed.

Sustainable finances – maximise income, control spending and keep reserves.

Measure what you do – and monitor to avoid unwanted surprises.

Be decisive – don’t procrastinate make decisions if needed.

Good networks and relationships – inside and out, to inform and support you.

No single reliance – share your knowledge and skills and have a plan for ‘failures’.

Willingness to change – it’s a necessity for progress so embrace change.

Understand your purpose – everyone must understand and work towards the overall aim.

Leadership – be at the front guiding the practice forward and understand the importance of resilience.

It’s essential that practices build resilience, so start building now.

The first 52 blogs are now available in my book ‘Leadership in Practice’ and nine will be featured here on Practice Index. I hope you’ll find these enjoyable and interesting and if you would like details on how to buy the book you can find it here and here or by contacting [email protected]

Author: Gary Hughes, you can find his previous article here