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Leading by Authority

A concept today heckled by the rise of new organizational methods, authority remains an essential ingredient in management, including the pharmacy.

It is still necessary to use it with discernment, while fully assuming it.

If a manager is not recognized for his leadership, it may create chaos.

Leading by Authority.

At a time when employee empowerment and participation are essential to motivate, any manager must also know how to impose himself.

Neither too much nor too little. In all cases, authority is built and cannot be decreed.

1. Define clear rules

To be able to move forward, any employee needs to have a guide, based on a clear strategy.

Providing a working environment to your team is, no more and no less, giving meaning to everyone's work.

Authority Principle No1: every manager must enact clear rules which represent the basis of the corporate culture.

Be careful, these rules must be achievable to establish credibility! Ideally?

Draw up a sort of internal regulation in several parts ("customer reception", "relations between collaborators", "delivery"...) and post it in the pharmacy.

These rules are valid for everyone without exception and must be presented to any new recruit.

The holder is obviously not exempt! The operating principles of the dispensary are not negotiable.

No question of falling into the trap of special cases or exceptional favors.

If the rules are strict, we must not forget that the way to reach them is perfectly adaptable.

For example, weekly lunch hour meetings are scheduled, and the team can decide what day works best for them.

What if an employee refuses to participate? Acting in authority also includes taking responsibility for the consequences of one's decisions.

The manager has an interest in preparing reprehension measures.

Don'ts: asking for the impossible, constantly changing your mind, shouting to impose your opinion, forging relationships with some, rather than with others, being too friendly (it is difficult to go from the friendly style to the directive style), impose yourself if you do not obtain a result quickly enough.

The manager has an interest in preparing reprehension measures.

2. Legitimate rules

Fixing a frame can only be effective if it is supported. In other words, the rules must appear necessary and legitimate.

These rules must therefore be built around strong values ​​that are understandable and shared by all: customer service, quality of advice and respect for other employees.

It seems essential to refocus everything around customer satisfaction to unite the team.

Before instituting a change or a goal, you must always ask yourself about the interest and the added value of the decision for the company.

We cannot demand anything on principle or on a whim! Each time the manager expresses a request, he must think about the issues arising from it, because it is necessary to bring meaning to the action.

Clearly, the manager has every interest in explaining his reasoning.

Don’t: try to justify yourself because this reaction puts you in a weak position, react point blank without having taken the time to study the situation, demand on a whim, play “little boss”, refuse to tackle sensitive or unpleasant subjects.

3. Adapt reaction according to the situation

In the event of repetitive errors (frequent delays, lack of friendliness with customers, etc.), the manager's intervention must be rapid, because bad habits set in and, ultimately, the situation becomes immutable. In these cases, a verbal remark is sufficient.

We must stick to the facts and explain to the person the deleterious consequences of his conduct on the operation of the company (loss of time, hindrance to the service rendered...).

Criticism, however, must be constructive. Do not hesitate to suggest solutions, if necessary.

In the event of serious misconduct, the situation must already be properly analyzed before taking any action. Is it a serious fault?

If so (theft from the cash register for example), there is no other solution than dismissal without possible discussion.

On the other hand, if the fault is not intentional, but due to lack of involvement or laziness (orders misplaced), the remarks can be specified in writing a memo, with acknowledgment of receipt.

Always apply the same reasoning: retrace the facts and specify their negative consequences.

The manager's role is also to provide avenues for reconciliation, which the employees are waiting for, to unblock the situation.

If there is a conflict between collaborators, first consider the nature of the conflict.

Call on the people concerned to listen to them, without ever taking sides.

If the problem affects employees without affecting their work, it seems unnecessary to intervene.

The situation must be settled between employees. But if the conflict degrades the working atmosphere, the incumbent must put an end to it. It is not a question of taking sides or sanctioning, but of relating the situation and its consequences by listening:

“You have problems, I understand it, but your disagreement is detrimental to the reception of customers.”

The manager's role is also to provide avenues for reconciliation, which the employees are waiting for, to unblock the situation.

Under these conditions, it is possible to issue an ultimatum.

Management by setting challenges:

The principle is to set objectives and a reward that goes with it: exceptional bonus, incentive...

The team has free rein as long as the development of the company is in place.

Benefits:

- Clearly established objectives,

- Sanctions or rewards on indisputable facts.

The inconvenients:

- Management abandoning the quality criteria of work,

- Competitive effect that can harm the atmosphere.

Management by customer opinion:

Customer satisfaction is designated as the sole objective.

This satisfaction must be quantified each year. The team organizes itself as it wishes on the basis of predefined operating rules.

Benefits:

- Development of team spirit,

- Impartiality of the manager, it is the customer who judges.

The inconvenients:

- The manager no longer plays his support role,

- Permanent stress (fear of doing wrong) within the team.

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