By Robert Campbell

One of the hardest things to accomplish as a manager in a GP practice has to be building a team that works well together and can get the job done with the minimum of tears and tantrums. The task of integrating staff both new and experienced is not for the faint of heart but I came up with a formula which seems to more or less encapsulate the impossible!

Getting to know you

It’s never easy being the new girl or boy in any work environment and we’ve all heard of instances where a smart-Alec foreman has sent a hapless trainee for a ‘long stand’ or a tin of tartan paint! And worse than that are the established old guard employees who are determined to not get on with anyone new. At the other end of the scale are the nice ones who’ll do anything to help settle in the new boy. The point is that the average GP practice will always have a broad mix of personalities; a world in miniature if you like, and it will fall to the practice manager to referee and marshal the troops so that everyone can get through the day without falling out or killing each other.

The Formula!

I have concluded that the process of forming a team comprises five stages, which are:

1. Forming
2. Storming
3. Norming
4. Performing
5. Mourning

I believe the ideal number of people in a team is five or six; any more than that can be a little unmanageable. One doctor once told me that I would never be happy until I had picked my own team. He didn’t tell me though that that was only the half of it! The initial recruitment of staff is the easy part; you prepare a job description and personnel specification and get interviewing. This is where you can rely on your senior staff to do the difficult parts – the interviews – while you retain the final decision on forming your team. I’ve always thought it a good idea at this stage to consider allowing a ‘tour’ and feedback; after all, your senior staff – and others – is the ones who will be working closely with the new employee. This stage will provide an indicator of whether everyone can gel together.

Once your team is formed there will be a period of adjustment. This may well include some storming, a little jockeying for position; a bit of power play here and there. Arguments may crop up around who does what job, who has the best window seat, who gets training and pay enhancements and who misses out. These can all lead to petty jealousies, especially if the new person comes in with new ideas to upset the established old guard. The appointment of a mentor may come in useful here.

Once everything settles down your team will reach the norming and performing stage. In my experience this is achieved through good communication, solid training and, importantly, all working towards the same objective. When your team gels you’ll find they work happily together and, hopefully, sickness absences will reduce.

Unfortunately the final part of my formula involves mourning, when a member of the team leaves for new pastures. The team mourns the loss of a popular colleague but the worst part for you as a practice manager is that you have to go through the ordeal of recruitment all over again.