My little perioperative specific education team is running into some serious roadblocks with the management team of one of the departments we cover. Traditionally, we have been included in all email route lists for each department. This allowed us to see any common themes that might indicate a widespread rather than targeted educational intervention, see weekly updates that included names of new staff hired (that sometimes were neglected to be passed onto us even though we initiate and manage orientation), and so on. This manager came on about a year ago and one of the first things she did was remove us from all of her emails. We went to her and asked to be put back on and were- temporarily. We’ve since been removed again.
This manager has also, without first coming to us with requests or even communicating with us at all, gone to the director and said we haven’t been meeting their needs. Um hello, maybe actually say something/email/send smoke signals?
Needless to say, we are beyond frustrated with the situation. As it is, it averages out that each educator on the team covers about 275-300 staff members. On average we are managing orientation for 25-30 people at a time (down from our record average 8 months ago of 45-50 at a time). Of course those who come to us with needs and actually communicate are going to get attention first! We are not mind readers!
So what tips do you have for working with this type of manager vs educator scenario? How can we get through to this management team that direct communication and not running to the director behind our backs is a good and necessary thing?
Featured Replies
Join the conversation
You can post now and register later.
If you have an account, sign in now to post with your account.
My little perioperative specific education team is running into some serious roadblocks with the management team of one of the departments we cover. Traditionally, we have been included in all email route lists for each department. This allowed us to see any common themes that might indicate a widespread rather than targeted educational intervention, see weekly updates that included names of new staff hired (that sometimes were neglected to be passed onto us even though we initiate and manage orientation), and so on. This manager came on about a year ago and one of the first things she did was remove us from all of her emails. We went to her and asked to be put back on and were- temporarily. We’ve since been removed again.
This manager has also, without first coming to us with requests or even communicating with us at all, gone to the director and said we haven’t been meeting their needs. Um hello, maybe actually say something/email/send smoke signals?
Needless to say, we are beyond frustrated with the situation. As it is, it averages out that each educator on the team covers about 275-300 staff members. On average we are managing orientation for 25-30 people at a time (down from our record average 8 months ago of 45-50 at a time). Of course those who come to us with needs and actually communicate are going to get attention first! We are not mind readers!
So what tips do you have for working with this type of manager vs educator scenario? How can we get through to this management team that direct communication and not running to the director behind our backs is a good and necessary thing?