Last month, on the Practice Index Forum, an interesting question was posed: What makes a modern practice manager? It’s a very valid question, given the constantly evolving job function and the need for PMs to continually learn new skills.

While one PM told us, tongue-in-cheek, it’s simply a case of keeping up with NHS demands and doing whatever they decide we should do next, the question prompted several considered responses on the forum.

“I like to think it is about moving from manager to leader,” one PM commented. “Managers tend to stick to laid down rules and regulations whereas leaders make the rules. This also comes down to looking after the practice with empathy and mindfulness when dealing with issues that arrive.”

Another post read: “For me, it is meeting the constant change head on and having a wide range of skills, the most important being ready to learn and get to grips with everything thrown at us. I think we do need a certain amount of the more theoretical management knowledge/qualifications, this will be different according to the needs the individual’s role but it’s becoming more and more essential.”

Mindset shift

While talking to PMs for this article, one topic continually came to the fore – mindset – both of practice managers and practice partners.

One PM told us: “I think the subject of manager versus leader is at the heart of this discussion. If we focus on skills, then we’re all modern managers simply because we’ve had to adapt to so much change over the past few years. We’re doing what we have to do to help our practices meet regulations and survive. The real argument is about how much value we add to our practices – and how we can develop our roles.

“In the business world, where my background is, modern managers have to lead and drive business success. But the big difference in business is that managers are integral parts of leadership teams. As was pointed out on the forum, practice managers are usually employed – and therefore at the beck and call of GP partners who really don’t understand our job function. Until we can get a seat at the top table we’ll struggle to drive our role forward – and I don’t think we can call ourselves modern managers until we start leading and influencing. We all need to start lobbying our bosses more!”

Admin shouldn’t be our goal

Another PM told us that they see modern practice managers taking a more strategic position, rather than just being an extension of the admin function.

“All too often I hear my fellow PMs talking about admin. Some even talk proudly about taking on tasks that nobody else wants to do or is capable of doing! That’s rubbish! We shouldn’t be getting dragged into the admin function. By all means show the way, take the lead on new admin tasks and manage completion of tasks, but the majority of us have admin teams to do the everyday work. We should live up to our job titles and be thinking strategically and focusing on business plans, strategic plans and other management reports on a regular basis for the partners. I’ve seen and heard it before but it’s worth repeating – we should be leaders.”

Skills development

In order to introduce a different perspective to this article, we asked an HR manager at a recruitment firm for their views on what makes a modern manager.

They said that the key to managing in the modern workplace is to forget about control, and think instead about motivation, teamwork, creativity and responsiveness. They also suggested that the following skills are required:

If PMs are to become leaders, as well as working out how to get a place at the main table (which we’ll discuss in a future blog), it was suggested that the following points should be taken into account:

• PMs should be people managers, not admin managers – for example, change management skills are required to coax people through the inevitable changes we will experience. Having a good relationship with staff that is based on trust and engagement is a great starting point.
• Communication skills are vital as PMs should be the link between partners and the wider practice team.
• PMs need to learn how to relinquish control and trust more so that they are not bogged down with everyday admin.
• Training of staff has to evolve in line with the changing job functions. It’s essential that PMs know the fundamentals of the job role in order to change and efficient processes.
• The ability to delegate – regular tasks must be delegated – the last thing PMs should be doing is changing light bulbs or amending poor admin.

It’s clear from our conversations – and the comments on the Forum – that there’s no ‘one-size-fits-all’ answer to the question of what makes a modern practice manager. Roles and responsibilities vary from practice to practice, as does the level of freedom to lead. However, the good news is that there’s definitely scope to develop the role – in whatever way, shape or form that will take.

What do you think makes the modern practice manager? What are the qualities and characteristics needed? Let us know by commenting below or join the discussion in the forum here.