OR Manager March 2022 - 3

Editorial
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SENIOR EDITOR
Tarsilla Moura * 301-354-1786 * tmoura@accessintel.com
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Judith M. Mathias, MA, RN * jmathias@accessintel.com
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Jennifer Lubell
Cynthia Saver, MS, RN
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Vol. 38, No. 3 March 2022 * OR Manager (ISSN 8756-8047)
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www.accessintel.com
ith the rising numbers of staff
shortages, early retirements,
and employee dismissals,
many OR staff are finding themselves
taking up managerial positions with
short preparation times and little support.
That was a recurring theme discussed
with the New Manager Panel at
the 2021 OR Manager Conference-attendees
shared some of their experiences
finding themselves suddenly promoted
to leadership roles and having to
navigate new expectations managing a
team.
After the conference, OR Manager
again sat down with select industry experts
from various backgrounds to further
discuss the strategies and lessons
learned that new managers should consider
in their own growth.
Here are some of the leadership
competencies discussed.
Staffing lessons
The biggest challenge most managers-both
new and seasoned-are
currently facing is how to combat staff
shortages. Various considerations must
be made: how to retain existing staff;
how to hire smartly and efficiently for
the vacant spots; how to avoid burnout
in the remaining staff who are working
longer hours with less help; and so on.
When working through the above, our
industry experts recommend that new
managers keep in mind the following:
* Create a culture of respect. When
considering the staff shortage, culture
and civility in the workplace are
probably as equally, if not more,
important than the money side of
the equation. For employees who
find a culture in which they fit, that
team becomes their family. They will
be more loyal to that organization if
they feel like they belong. Managers
have a huge effect on the culture of
their organization.
* Encourage communication and
transparency. One way for managers
to show respect for and within
their staff is to share information
when appropriate. Managers
www.ormanager.com
W
should want to be transparent and
to communicate. That transparency
allows for flexibility when something
unexpected happens, which
in turn leads to better outcomes.
* Find joy in the work. There should
always be space for a break, be it
as a collective or individually. Making
the time for activities outside
of the hospital setting goes a long
way for morale, team building, and
culture setting. Managers should
feel empowered to advocate with
executives and the C-suite on behalf
of their staff's as well as their
own mental health.
Combatting burnout
The issues of staff shortage and burnout
walk hand-in-hand. Our industry experts
have the following recommendations
for avoiding burnout:
* Stay curious. Managers should be
hungry for information, which is a
quality that is already apparent in
the new generation of healthcare
workers. Up and coming professionals
are not afraid to ask why something
is done the way it is and question
if there is a better way to do it.
This curiosity helps managers work
smarter and be better advocates for
their staff and their patients.
* Set realistic goals. New managers
often make the mistake of thinking
they can " conquer the world in the
first 90 days " in an effort to prove
themselves. And they will believe
they do not need help. Smart leaders
will learn when to engage their
team and find a balance. That balance
might be leaving early, when
possible, to work from home or just
stepping away from the office for a
change of pace.
* Prioritize and motivate. When managers
learn how to prioritize, they
learn not to overwhelm themselves.
Learning to prioritize, however, is
a fine skill that requires flexibility
and outside input. To know how to
prioritize is to understand that the
Continued on page 5
OR Manager | March 2022
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OR Manager March 2022

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