Staff Management Manual 2001
Managing Employees: Rule or be Ruled!
In 60% to 70% of the cases I deal with, the problem employee has been with the practice for a long time. A very long time. The bad apple came with the building, so to speak.
Long-time employees often get set in their ways. They become territorial and start behaving like Queen Bees. These employees try to run the show as they see fit.
Queen Bees also have a tendency to avoid delegating responsibilities because they want to remain valuable—or as the Queen Bee sees it, indispensable.
Perhaps at one time your Queen Bee was an asset. In fact, that’s usually the case. But now, years later, she’s stepping over the line. And, because she has a long history with your practice, you feel guilty stepping on her toes. Such was the case in this practice.
The employee was a receptionist with the practice for approximately 12 years—longer than any other staff member. She was very knowledgeable and skilled in her responsibilities.
Over time, the employee became the Queen Bee and began to demonstrate an uncooperative attitude toward the doctor. For example, she frequently resisted the doctor’s ideas for improving office systems and procedures. It seemed that she could always come up with a dozen reasons why a new idea wouldn’t work.
Other staff members began to complain to the doctor about the receptionist’s domineering behavior. Although this Queen Bee was not the office manager, she took it upon herself to direct others, in an effort to “ensure what’s best for the office,” as she put it.
The last three staff members that left the practice told the doctor they were leaving because they could no longer endure working with the Queen Bee. The third time this happened, the doctor made an attempt to address the issues with the receptionist.
Unfortunately, however, he was unsuccessful in getting her to acknowledge her negative behavior. The Queen Bee’s response: “I can’t help it if they have a problem with me. Someone needs to be in charge around here.”
This wasn’t the first time the doctor talked to the Queen Bee to no avail. For many years he attempted to address her behavior but ended up with more of the same because he failed to clarify expectations—and, most importantly, he failed to clarify consequences. Also, the doctor had always tried to define “attitude” instead of successfully defining “responsibilities.”
This time, the doctor would not let history repeat itself. He held a staff meeting to outline each staff member’s responsibilities and job description.
Many of the responsibilities that were traditionally assumed by the receptionist were clearly reassigned to other staff members. Everyone in the meeting was given ample opportunity to discuss the various employee responsibilities.
Once the discussion was over, the doctor instructed everyone that they would be evaluated on their individual responsibilities in 60 days, and no one would be excused for having a relapse. He also outlined performance standards that were based on team cooperation.
The doctor feared an emotional episode with the receptionist, but it never took place. For the first time, the Queen Bee realized she had to play by the rules or she would be replaced.
Sometimes it’s difficult to be tough with an employee who’s been around for a while because she’s seen you through the hard times, and you’ve established a relationship and a mutual respect. You might feel like you owe her more than a paycheck. But rather than continue to ignore the problem, ask yourself this: Is the employee protecting the practice, or is she really just protecting herself and her position? If you think it may be the latter, it’s time to confront the situation and reclaim your practice.
Gale Stoner is senior associate with Cleinman Performance Partners. He specializes in organization efficiency, staff motivation, customer service and teambuilding. He also conducts practice management programs at optometry schools and for the AOA’s Practice Management University.
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