CDS Member News and Articles

Professional News Articles : FRONT DESK by Mary M. Byers, CAE : Working with a micromanager

---

Working with a micromanager

August 5, 2009

You’re capable. Committed. Willing to go over and above the call of duty. Yet the dentist you work for is a micromanager who won’t let go of even the smallest of tasks, and often runs behind schedule because of it. What’s a staff person to do?

Acknowledge the situation. Acknowledgment is the first step to successfully addressing needed change. It helps to admit the situation to yourself. Then, ask yourself these valuable questions:

• How does working for a micromanager limit my professional satisfaction?
• How does being a micromanager add stress to the office environment?
• What tasks could easily be delegated to free up the doctor?
• What’s the best way to approach the doctor about making changes?

The answers to the above questions will help generate ideas and insight regarding how best to address the issue of micromanagement with your employer in a helpful and non-threatening way.

Schedule a private conversation with your boss. Ask your dentist to set aside some time for the two of you to talk privately. Outline your concerns in a positive, upbeat, friendly manner. Don’t attack, blame or create defensiveness. Instead, offer specific suggestions as to what tasks might be delegated or outsourced. Focus on the benefits of doing so, such as reduced stress, increased responsibility for staff members, and higher productivity for the dentist. Make it clear that you have the best interests of both the practice and the dentist in mind. Outline the benefits to you as well as other staff members in terms of job satisfaction, personal and professional development, etc.

Listen. After sharing your thoughts, sit quietly and listen to your boss. His or her comments may help you better understand why her or she micromanages. If he or she responds negatively to your comments, ask if it would be helpful to continue the conversation at another time after you’ve both had time to consider each other’s position.

Negotiate. If the dentist is hesitant to make changes, offer to do so on a trial basis. Start with a small number of tasks with the agreement that more will be delegated if the trial run is successful. Agree on a period of time that you’ll try your suggestions and identify how you’ll evaluate whether or not things are working. Establish a time for a follow-up conversation to determine what, if anything, needs tweaking.

Evaluate. Assess how the changes are working and communicate success to the dentist and other staff members. As the team sees things running smoothly, trust will build and make it possible for additional tasks to be delegated. Actively pursue additional ideas as to how to increase efficiency by identifying — and using — each team member’s strengths.

Remain vigilant. Micromanagers have a tendency to do everything themselves. Diligently watch for this to occur, then gently point out new opportunities for delegation. Old habits die hard, and it’s easy to fall back into familiar and comfortable routines. Remaining vigilant will help prevent this from happening and help increase your practice’s productivity.

CDS presents Front Desk, a column addressing problems dentists and staff members experience in the office. Front Desk is prepared by Mary M. Byers, CAE, a professional speaker and freelance writer. Ms. Byers may be reached at mbyers@marybyers.com or www.marybyers.com. Send suggestions for topics to be covered to review@cds.org.

© 2009, Chicago Dental Society