If employees like their job, if they like their bosses, if they are engaged in their work, if they are properly compensated, if their concerns are addressed, if they are treated respectfully, if there are opportunities for development, then they will invest more of their time, talents, and commitment – their capital – in your hospital. If not, they’ll leave, or dial back their efforts.
“An effective 21st-century manager manages the environment for success more than the people,” Davenport says. “At the end of your project or your year or your career, you’re saying ‘I did a really good job. I am responsible for my success.’ And [the manager is] offstage saying ‘You bet you are because I created the environment that allowed you to be successful.’”
To create that productive work environment, Davenport says supervisors must give their workers the resources they need, understanding that different workers have different needs and expectations. Those supervisors also must be immediately available to address workers’ concerns.
“A good supervisor has to have some empathy, and the resources to do something about it. I have to connect you with other parts of the organization to help you do your job,” Davenport says.
For that to happen, senior management must allow immediate supervisors sufficient time and support to create the effective work environment. That means acknowledging that the supervisor’s productivity might suffer as he or she concentrates on improving the environment for the people they lead.
In other words, don’t pile it on!