ALMA E-News for March 2003
Greetings ALMA Members,
It is ironic that the same lab managers who are so aware of safety risks associated with the staff jobs are often the same ones who are blind to risks in their own jobs. Managers are typically very cognizant of safety issues associated with the chemicals, instruments, and tools used in the labs and are diligent in managing operations to minimize risk. Yet many ignore the risk factors associated with management such as stress from dealing with conflict, mental fatigue from sedentary activities such as long meetings, weight problems from irregular dietary habits, depression over inability to resolve problems, isolation, and a host of other negative forces that are accepted as “just part of the job.” Few would argue that, over time, this lifestyle can take a toll on health but many lack the discipline to maintain even a modest remedial program such as 20 minutes of brisk walking at least three times per week. We need a system to encourage us to actually follow a preventative regimen just as we have a system to encourage our staff to work safely. Since most of us have already become slaves to the appointments in our Outlook calendar, PDA, or other scheduling program, we can take advantage of these ingrained habits to encourage discipline in our health program.Simply schedule exercise time in your calendar the way you would any other appointment so that it is a planned activity. Then, when the reminder pops up, get away from your desk and take a break for your health.
While it can be unsettling to contemplate the prospect of being replaced in your job, it is a lab manager’s obligation and responsibility to do just that. Identification of possible successors is an important part of the manager’s career plan as well as a critical element in strategic planning for the organization. Lack of a qualified replacement can be an impediment to moves that further the manager’s career and can be detrimental to the business should the position become vacant for any reason Addressing the succession issue in advance allows time to prepare both the candidates and the organization for the future. Staff members who demonstrate desirable management behavior such as good people skills, organization abilities, political savvy, even temperament, ability to see the big picture, good technical skills, and so forth can begin to learn how to apply these skills to effectively manage. If the strong technical leaders are not among the potential candidates, the manager must also lay the groundwork to sooth their egos and assure that the organization does not view the promotion of others less technically competent as a slight to these key contributors. While this task can be challenging and require tact and ingenuity, it is a better approach than to select the successor based solely upon technical strength. And now, a suggestion to implement your succession plan—encourage those chemists with management potential to become members and participate in ALMA. This will help to acquaint them with the issues confronting the profession and begin the psychological transition from primarily technical issues to management issues. The annual conference provides an excellent opportunity to network with experienced managers to gain insight into the job and to acquire specific management skills through the educational workshops.
If you have any comments, cost saving suggestions, opinions, etc. let me hear from you .
Wayne