Avoiding Pitfalls of Being the New Kid on the Block
By Dana M. Choate, RHIA, CHP
From the very beginning of my career in health information management, I have always been interested in assisting students and new managers trying to make their way into our profession. One of the responsibilities that I thoroughly enjoy is facilitating a student management affiliation. It's nice to see how real world application and textbook knowledge collide in a new health information management professional. Over the years, however, I have seen some circumstances both in student affiliations and in the job setting in which you wish you could grant that individual a “do over.” In young individuals' lives, they are accustomed to the fact that if they fail, they “try, try again” until they get it right. That is the same way in the business world. However, the number of opportunities that one has to “get it right” may be somewhat limited.
Let me start by sharing a personal experience that demonstrates the importance of having a “do over.” My husband and I had just relocated to Texas to begin my first management job out of school. It was my second day on the job and I quickly realized that one of my clerical staff was falsifying her work production log. After I had verified this practice, I confronted this individual and immediately terminated her. I knew, by looking at the immediate termination policy, that acting in an unethical way was grounds for immediate termination and I felt confident in my decision. I assisted the employee in cleaning out her work area and sent her to HR to finalize the termination process. When my immediate boss returned back from lunch, I informed him of the situation and then learned that there was a strict process to be followed when terminating an employee (something about chain of command, employee documentation and final approval by my immediate supervisor). OOPS! Regardless of skipping a few steps I was fortunate to get another opportunity to make a first impression with my employer.
This little example seems funny years later, but what I would have done to have another opportunity at that same situation. I have seen situations like this since then and work to help those from making some of the same mistakes I did. Consider some of the other elements for success in management:
Communication! Communication! Communication!
This skill is the basis for individual success in the business world. In my experience, it's better to over communicate with your immediate supervisor initially than to act independently and find out later that a mistake has been made. Communicating in a clear, concise and routine manner will help in avoiding management hot spots. Depending on your manager's mode of communication it may be appropriate to schedule some time with him/her for the first few weeks to go over your concerns and ensure that you are acting in the appropriate manner.
Fess Up!
Did your mother ever teach you not to lie? That same concept has merit in management as well. If you mess up, it's best to admit what you have done rather than trying to justify or talk around it. Usually the truth comes out anyway. Why not be upfront about your mistake and learn from it rather than wonder if your manager will ever catch you? You will be respected more from your superiors by admitting a mistake than trying to hide from it. The important concept is that you must learn from it and try not to let it happen again in the future, or your confession will not be effective.
Confidentiality Extends Beyond Patient Privacy!
In the management world it's important that information regarding staff members and their personal and professional situation remain confidential in the same way we safeguard patient privacy. This is probably one of the hardest concepts for new managers or students to understand. New health information management professionals are now privy to information that they have not experienced in the past or have been on the “employee” side to the employment equation. For “newbies” information about salary, employee performance issues and personal file documentation is interesting, and sometimes they are tempted to share this information with others. For health information management students and new managers, you might be expected to sign a confidentiality agreement during your relationship. This signifies the importance of keeping personnel and patient information private.
Remember Chain of Command
This is an important concept to live by but can be very difficult to do. Consider the following example:
You are managing your area of responsibility when one of the hospital administrators walks by and asks how you are doing in your new role and what you are working on. You share with this individual that you love the new responsibility and are currently redesigning the work flow in your area as a critical piece of equipment is broken and you understand that fiscal resources are tight (you are trying to show initiative and creativity amidst budget constraints). One thing leads to another and now your immediate supervisor is being questioned by the hospital administrator as to why the staff does not have the appropriate equipment to get the job done efficiently. Inadvertently you have engaged your immediate supervisor into a situation you were not intending. As a result, you get reprimanded for not communicating that the equipment was broken and for redesigning a work flow that has been in process since a consulting firm “fixed” the problem 2 years before.
See the importance of chain of command and appropriate communication? Grant your immediate supervisor respect by providing this important communication. You should always consider how to satisfy the request for information without breaking the chain of command or your supervisor's sense of trust.
Dirt is in the Details
Inevitably one thing that a new manager or student will be asked to do is to look at a current situation and provide a recommendation. This is a good technique for management to assess your skills and conceptual abilities. In this case it's important that you dig as deep as you can into the problem and research any alternative thoroughly. Remember, if the problem was easy to fix, management would have done it by now. Roll up your sleeves and ask those very detailed, important questions. This is will provide you more depth to the problem and more admiration from the management team. It simply demonstrates initiative.
Put in Your Time
It is interesting to watch students on their management affiliations. No matter how busy they are, no matter how many projects you assign to them, they are watching the clock so they can leave the “real world.” Believe it or not, and as unfair as it may appear, management keeps an eye on your time commitment. Those students who hit the doors at the whistle and cannot be found two minutes after the shift ends will draw attention. Take a look at successful and driven health information management professional. At a bare minimum they put in 45-50 hours in each week. The additional 30 minutes per day speaks volume to your employer and demonstrates responsibility, initiative and a positive work ethic. To be short: Be early and stay late!
Learn From Your Employees
It is incredibly difficult starting a new job, especially in a management role. It is best to go into the new position by adopting the philosophy of learning from your employees, rather than thinking you know how to manage. Many mistakes have been made by relying on textbook knowledge of management. For whatever reason, our textbook scholars have not bridged the gap in management philosophy and practical management experience. Spend significant time researching current practice and understanding the differences in your employees before implementing major change. It is a quick way to get off on the wrong foot with your new employees if changes are made without understanding of current process and the employees' ability to accept this change. It is also as important to run the idea by your immediate manager and your peer group to learn from their experiences.
Develop A Personal Folder
I will call this folder your “CYR or Cover Your Rear” folder for the purposes of this article. This is the folder that you keep historical information that you know will be important later in your professional career. This information is important to help justify your decision and the actions you may have taken as you were involved in an issue or dispute. As you gain additional experience in the management ranks, you will know if certain pieces of documentation will need to join this special file.
Stay Up to Date with HIM Knowledge
If you are involved in the national and state associations you will be overwhelmed with the amount of information that is provided to the membership to keep everyone current on emerging health information management related issues. The struggle is finding the time to work through the mounds of knowledge in order to keep current. The annual conventions and state and local meetings are an excellent way to stay “in the know”. These meetings generally come with a cost. If you are new to the profession and concerned about your finances, don't forget about the professional journals or health information management related Webpages. They are an excellent source of “free” data and are readily available to all in the profession.
Are You Politically Savvy?
The concept of being politically savvy really brings a lot of these recommendations together under one key concept. To be politically savvy, you are not only positioning yourself better in the organization, but you are cultivating a survival tactic. Start by getting familiar with your organization's mission and strategic plans. Understand the leadership structure and know each individual's responsibility. Develop a contact in each department of the organization. You will undoubtedly call upon this person in your professional dealings that will enable you to operate more efficiently. Listen for useful information; however, balance the “need to know” versus the confidentiality barrier. Finally, hold firm your sense of ethics. Generally this concept is well developed before you obtain your first management job. Ethical behavior is guided by the values you have adopted. Play above the table and never compromise your ethical duty.
These are some of the common pitfalls and strategies for success in a new management role. I realize that these concepts are common sense and that some of the more seasoned managers reading this can probably think of other examples to help guide you in your first managerial position. Whether or not you are new to the profession or have been around the block a few times, it is important to consider these basic concepts to help keep them in the forefront of our minds. It's our professional responsibility to share experiences with one another and learn from one another. The future of our profession will be better off from it.
Dana graduated from the University of Kansas with a BS Health Information Management. She has over seven years progressive management experience in the HIM field. Additionally, Dana is actively pursuing her MBA, with a concentration in Health Care Management, at Dallas Baptist University .
Dana is currently the Director of Baylor Health Care System Health Information Services Department. She sits on various committees and advisory boards both for Baylor and in the interest of health information management profession.
Dana is currently the Education Director of TxHIMA . She speaks on a variety of topics. and has also authored several articles.
