How Does Your Medical Practice Measure Up?

Working in a medical practice can be fun, stressful, hectic, rewarding, and draining all at the same time. After all, we are responsible for the health of our patients –they turn to us in their time of need and we in turn do our best to ensure that they are treated well and that their medical ailments are either cured or controlled. Sometimes it is hard to balance the provision of high quality medical care while also working on the growth of your practice.

It is therefore important that some time is set aside specifically to analyze current operations and to do some strategic planning for the future growth of your practice. Our team at Leading Management Solutions has put together a list of questions to get you thinking and possibly identify some areas for potential improvement at your practice.

Do you have a well-known mission, vision, and values statement? For a practice to achieve success, all employees must be on board with the practice’s overall mission and goals. It is important to instill your mission, vision, and core values in every employee, and to lead by inspiring your team to strive for greatness.

Do you have an existing strategic plan that lists your goals, actions, and identifies a responsible person and time frame for carrying out those objectives? Until it is formally written down, your strategic plan is nothing but a set of ideas that may never come to fruition. It is important to have a written plan identifying the goals that you are trying to achieve, the actions that will get you there, who will be responsible for those actions, and by when these actions need to be completed.

Have you identified your strengths, weaknesses, opportunities, and threats? Any organization must be self-aware in order to stay in business. It is important to know what your practice’s strengths are, as well as what areas of weakness exist that may be improved with new processes. Additionally, a practice leader must always be aware of potential opportunities or threats that may present themselves in the external environment.

Do you have a formal onboarding and ongoing training process? A formal process for employee training is key to providing high quality services to your patients and to reducing patient frustration from avoidable mistakes. Training must begin from the first day that a new employee begins work, and must be pursued continuously to ensure that your standard of quality is held up by your whole team.

Do you utilize productivity bonuses for your staff? Your providers? A successful productivity bonus system can help engage and motivate your employees to be more productive and more involved in their work. Additionally, a productivity bonus system for your providers can allow your practice to see more patients and increase revenue.

Do your former employees frequently file for unemployment?All practices must deal with unemployment cases very carefully, to ensure that the practice is not paying benefits that are not their responsibility. It is important to always keep thorough documentation of any employee incidents or disciplinary actions in their files, to protect your practice from such frivolous cases.

Do you address uncomfortable issues that may be causing internal workplace tension? Some bad habits exist within any organization, especially in employees that have been with the practice for extended periods of time and feel too comfortable or even untouchable. It is easy to turn a blind eye to such activities; however, this sets a bad example for other employees, as well as negatively affects your practice’s quality and performance.

Do you have job descriptions? In order to hold an employee accountable for their work, detailed job descriptions must be created and signed by the employee upon hire. This prevents employees from claiming that they were unaware of a task that they were responsible for. If an employee is promoted or transferred to another department, a new job description needs to be created and signed.

These are just some of the questions that we ask when conducting a practice audit for our clients. We have found that many practices simply do not set aside enough time for formal strategic planning and reviews of current processes. Without being aware of the weaknesses that your practice may be facing, it is impossible to correct those issues, and you may be losing out on existing or potential new patients without even knowing.

For a copy of our free Practice Self-Assessment Questionnaire, email

Leading Management Solutions is a healthcare management solutions company providing assistance and resources to healthcare management. Contact us today at (407) 674-1916 or visit to learn more.

About the Author:

Sonda Eunus is the Founder and CEO of Leading Management Solutions, a healthcare management consulting company ( Along with a team of experienced and knowledgeable consultants, she works with healthcare practice managers to improve practice operations, train employees, and increase practice revenue. She holds a Masters in Healthcare Management and a BA in Psychology.




How Much is Your Untrained Employee Costing You?

Your medical practice is only as strong as its weakest link—employees who lack training and make your practice look unprofessional can negate all of the effort and hard work from the rest of your team. Lack of training causes low productivity, an unsafe work environment, and increased expenses. Frequent mistakes not only cause patient frustration, but also coworker frustration: the coworkers have to clean up the messes that untrained employees create. Untrained employees can lead to serious financial and legal consequences. For example, a survey showed that 44% of the participants admitted to having shared sensitive company information because they “wanted to bounce ideas off of people”; 30% did so because they “needed to vent”, and 29% stated that they “did not see anything wrong with it.” These statistics show just how risky it is to have an untrained employee who can easily commit HIPAA violations for which you will be held responsible. When patient PHI has been compromised, the practice can face overwhelming financial penalties—and can even face criminal charges, depending on the nature and severity of the violation. A recent study shows that security breaches cost the healthcare industry $5.6 billion annually. The OCR has capped the fine for a severe HIPAA violation with no intent to correct at an annual maximum of 1.5 million dollars; however, even a fraction of this amount can seriously impact the financial stability of any practice.

Aside from HIPAA violations, untrained employees can cost you in many other ways:

Accidents or injuries while on the job: not only can an untrained employee injure himself while working, and seek financial compensation from your practice, but they can also create risky situations for other employees or even patients. Furthermore, accidents can lead to broken equipment, wasted supplies, and many other negative consequences. All such adverse incidents must be remedied and documented by the practice manager.

Bad customer service: every employee represents your practice. If an untrained employee provides bad customer service, displays a negative attitude, or is unable to answer common patient questions, it makes your whole practice look unprofessional and can cost you patients. When patients leave your practice due to subpar customer service or unknowledgeable staff, more often than not they will let their frustration be known to their friends and family, on social media and on Google reviews—leading to you losing even more patients and credibility.

Not collecting enough money from patients: If your untrained employee is a receptionist who is scared to ask patients for their co-pays or unable to explain patient balances, you will lose a significant chunk of money that should have been collected at check-in. Patient responsibility amounts have been climbing, and are now at around 23% of all A/R—and these balances are the hardest to collect if not collected at the time of service. If your untrained employee is a biller who improperly verifies a patient’s insurance—or does not verify it at all—and the patient gets seen, the practice loses money on that patient, whether by not collecting any money at all or by spending time and resources collecting it.

Not billing properly: no matter how amazing your providers are, how friendly your front desk receptionist is, or how caring your nurses are, your practice will not be able to operate if your billing department is not bringing in the revenue that you have worked so hard for. For example, an MGMA survey shows that better performing practices in primary care have an average Days in A/R of 23.54 days, as opposed to other practices who average 39.56 days. If your untrained billing staff is not following up on claims efficiently, many of your claims run the chance of being denied for untimely filing—causing you to lose large amounts of money.

Additionally, more so than in any other field, employee mistakes in healthcare can be deadly. Medical errors have been found to be the third leading cause of death in the US, with over 250,000 deaths per year caused by such errors. Some of the most common mistakes made by untrained healthcare employees include medication errors, infection issues, and charting or documentation mistakes. As we all know in healthcare, if it was not documented, it didn’t happen. This mistake may seem minor and easy to correct—if caught. However, if an untrained nurse forgot to document an allergy that a patient had, and the patient had a severe allergic reaction to the course of treatment provided, your medical practice as well as the individual provider treating the patient is now at risk of a malpractice suit—which comes with attorney fees, incurred financial losses, a damaged reputation, and higher malpractice insurance premiums. And this is only one way in which a documentation error by an untrained employee can lead to dire consequences.

Each of your employees directly represents your practice. The costs of not training your employees are too high for this to not be a priority for you. If you do not already have one in place, implement an onboarding and training process for all new employees—a general one for all new employees which introduces them to your practice mission, vision, core values, and goals, as well as a role-specific training process for each new employee to learn the intricacies of the position for which he or she was hired. Ensure that your training does not stop at new employees: existing employees need continuous training as well. Find a way to make it fun as well as informative—no one wants to sit through the same boring training routine over and over again. Although a new onboarding and training process may take some time and manpower to develop, the benefits of having such a program in place will be worth the effort exponentially when every employee at your practice is knowledgeable, professional, and on board with your practice’s vision and goals.

For assistance in setting up your practice’s onboarding and training program, contact Leading Management Solutions to set up a free consultation.

About the Author:

Sonda Eunus is the Founder and CEO of Leading Management Solutions, a healthcare management consulting company ( Along with a team of experienced and knowledgeable consultants, she works with healthcare practice managers to improve practice operations, train employees, increase practice revenue, and much more. She holds a Masters in Healthcare Management and a BA in Psychology.

10 Unconventional Methods of Increasing Productivity

The way to sometimes boost your staff’s productivity includes the one you would least expect. The answer might lie in a thermostat or perhaps a light bulb. Even though some of the items might, at first glance, seem silly, the below list might be the key to boosting the productivity of your staff.

Just let the music play

One 2005 study proved that employees who listened to music when working completed their work more rapidly and produced better ideas than the ones who did not.

Adjust the lights

It has been shown that employees lose 15 minutes per day to eye focusing issues because of direct lights.

Encourage gum chewing

Gum chewing five minutes before doing cognitive activities enhanced performance for the initial 15 to 20 minutes after chewing gum. The explanation was explained as “mastication-induced arousal.”

Decrease meeting times

Each doctor, on average, in a medical group will lose $21,000 in charges per year because of time spent in meetings.

Go green

An exam of 5,220 French companies uncovered that workers at companies that observed eco-friendly practices were 16 percent more productive than average employees.

Institute naptime

…however, only ten minutes’ worth. Studies show it to be the optimal time while searching to boost the productivity of your staff, with lengthier naps creating groggy workers.

Shorten emails

Keeping emails specific and short will make them simpler to compose, thereby decreasing the time emailing and boosting the time spent doing work responsibilities.

Permit web surfing

Research from the National University of Singapore proved that mindless Internet surfing (done in moderation) actually can boost the productivity of your staff.

Supply snacks that enhance productivity

Coffee, green tea, yogurt, dark chocolate, walnuts, and berries all have been shown to affect brain processes which enhance productivity.

Thermostat adjustment

One 2004 Cornell study proved that increasing the temperature from 68℉ – 77℉ decreased typing mistakes by 44 percent and boosted typing output by 150 percent.


Leading Management Solutions is a healthcare management solutions company providing assistance and resources to healthcare management. Contact us today at (407) 674-1916 or visit to learn more.

About the Author:

Kristen Brady is the founder and owner of Kaboom Social Media, your social media marketing and content specialists! Follow her on Twitter: @kb54927

Various Learning Styles and Personality Types

Originally published on January 21, 2017 at
By Anita Haridat, Ph.D.

Within any work environment, there is a need to understand that many personality types exist in which people tend to be acclimated to. Furthermore, that personality type may be correlated with certain learning styles as well.
According to the five-factor model (FFM), there are five significant personality traits based on implications of human experience. They are as follows:

Open to New Experiences

If you possess this type of personality trait, there is a strong chance that you are a visual learner. There is an appreciation for adventure, curiosity and even art in some instances. When a person is open to new ideas, this tends to reflect a strong degree of intellect along with imaginative tendencies. However, if there is too much openness, this can be depicted as having a lack of focus along with some level of unpredictability.
Best way to communicate with employees: Keep an open mind and develop clear communication channels among each person that you work with. When this is done, each person will feel appreciated.


This type of personality trait involves an efficient person who has a strong tendency to be organized. When it comes to learning style, there is a chance that visuals are reflected, however, this person may also prefer reading and writing since there is an ability to reflect on information within his or her own time frame. In most cases, these learners tend to be avid readers and they have the ability to present themselves through a reserved, but intellectual demeanor.
Best way to communicate with employees: Maintain your strong organization skills, but do not be afraid to open up to your employees if there are new ideas that can be implemented. Maintain a strong stance and be confident in your abilities!


This person tends to have very high energy along with positive emotions which can impact many people. The learning style that best reflects this personality trait can be visual, auditory or kinesthetic depending on the situation. For those who are very outgoing, they may prefer listening or viewing images, but there are also many people who would rather have hands on experience when learning about specific topics. In some cases, there are times when extraversion may come off as attention seeking, but there is a chance that simulation within an organization is possible as long as positive factors are reflected.
Best way to communicate with employees: Keep in mind that not everyone is a fan of high energy! Consider the impact of your actions, but do not lose your excitement.


This personality trait is similar to the one discussed previously, however the energy levels are toned down slightly. Instead, a person who is agreeable has the tendency to be very friendly and there is a sense of trustworthiness as well. The learning style that best fits this trait is auditory since there is a chance to listen to others and even speak if necessary. Moreover, repetition through the use of mnemonic devices can be used as well which can be very helpful.
Best way to communicate with employees: Consider different perspectives within the work environment and if there are new ideas that can be implemented, do not be afraid to state your mind in a professional manner.


With this personality trait, a person tends to be nervous and even sensitive during many situations. Unpleasant emotions tend to be derived in an easy manner and there is a chance of increased anger and anxiety compared to many other people that he or she is surrounded by. The learning style that can best reflect this personality trait is reading and writing since there is a chance to control the parameters that are being presented. Unfortunately, when a person has this type of personality trait, they may come off as unstable which can be detrimental for a work environment.
Best way to communicate with employees: Listen to each person carefully, but be honest and clear about the different parameters that may be taking place within the environment. Sometimes, it is best to take a step back and trust your colleagues while implementing your own input as well.
Which personality and learning style best suits you? How do you cope with others with different traits?

Leading Management Solutions helps medical practice leaders identify ways to improve operations to increase revenue, employee engagement, and patient satisfaction. Learn more about us at

About the Author:

Anita Haridat has her Ph.D in healthcare/business administration and her master’s degree in clinical nutrition. She has several publications in sources such as EGO Magazine, Natural Awakenings Magazine, Syosset Patch, Our USA Magazine and many more. Her passion for health and wellness has created multiple stepping stones for paving the way of creating a positive well being. Her first book can be found here:

A Ph.D Takes Your B.S to a Whole New Level: Survive Grad School with the Right Mentality

Emotional Intelligence Among Healthcare Leaders

Originally published on August 31, 2016 at By Anita Hardidat, Ph.D

Within the past several years, there has been a renewed interest in the concept of emotional intelligence (EI) since it can play a role regarding performance, competencies and overall outcomes in an organization. When leaders use their EI abilities, high quality care can be served to patients and there is an allowance to align with other employees in a positive and beneficial manner. In essence, the definition of emotional intelligence is looked at as an ability to recognize others and manage the emotions and actions within a person’s self.  In practical terms, when individuals are aware of their own emotions, this can drive the impact of other people.

In today’s society, the use of applicable EI is often accepted as a primary attribute of success among any field. Specifically, within health care, leaders are required to have intellectual capabilities, but if they go the extra mile and strive for interpersonal competency, performance levels may be impacted since emotional intelligence is associated with factors such as change tolerance, communication skills, time management, decision making, trust and accountability. If these concepts are not applied in a proper manner, there is a strong susceptibility for failure which can be detrimental for each individual that is involved.


Emotional intelligence if often looked at as a balance that occurs between the rational and emotional portion of the brain. With repeated training, the brain can generate new pathways in order to make the EI behaviors ultimate habits that can be used each day.  For example, it is beneficial for health care leaders to facilitate a strong sense of self awareness. This means that emotions should be recognized and then managed in a proper way.  Once this takes place, there is a need to have self-regulation. Although emotions may fluctuate on a daily basis, successful leaders are aware of potential ramifications. They understand how to manage impulses and how to maintain professional standards among the employees within an organization.  Upon successful self-regulation, staff members may feel a sense of trustworthiness and it is likely that they may take responsibility for their own actions as well. The idea of applicable social skills is another main factor that is associated with emotional intelligence. For any leader, there is an ability to influence others, but this can only be done when there are levels of proper communication, understanding and collaboration. Successful leaders build strong teams by using their own EI skills and they create a positive synergy where collective goals can be managed.

For beneficial effectiveness, leaders must understand how their emotions and actions impact the people that surround them on both a personal and professional level. For those individuals who use EI on a daily basis, he or she can work well with others and there is a strong likelihood that the level of relatability can increase as well. Furthermore, when employees feel valued, the level of success can increase tremendously as time progresses.

Leading Management Solutions helps medical practice leaders identify ways to improve operations to increase revenue, employee engagement, and patient satisfaction. Learn more about us at

About the Author:

Anita Haridat has her Ph.D in healthcare/business administration and her master’s degree in clinical nutrition. She has several publications in sources such as EGO Magazine, Natural Awakenings Magazine, Syosset Patch, Our USA Magazine and many more. Her passion for health and wellness has created multiple stepping stones for paving the way of creating a positive well being. Her first book can be found here:

A Ph.D Takes Your B.S to a Whole New Level: Survive Grad School with the Right Mentality



Managing Difficult Employees in Healthcare

Originally published on August 1, 2016 at  By Kristen Brady

There are difficult employees in every profession. However, a problem employee in healthcare can actually affect the patient care in an organization. As other staff members attempt to deal with an employee who is either difficult to work with or who has traits that other employees are unable to deal with, it is up to the manager to handle the situation. These tips can help healthcare managers deal with employees whose attitude, personality or work ethic is becoming a distraction in the workplace.

Everyone Can Be Difficult


The first thing to remember is that everyone can be difficult to work with at one point or another. An argument with a teenager or spouse just before they arrived at work can lead someone to be difficult during the work day. Stress at home or a heavy workload can make even the most easy going staff member snap at another sometimes. These are not the situations to be discussed, however. Problem employees are those who are chronically difficult to deal with. They argue their opinion over and over again or make decisions based on what benefits them rather than the team or the patient. Some may talk instead of listen while others may be disrespectful. In some cases, the behavior is a habit while others have developed the traits over time as a coping mechanism.


Four Types of Difficult Personalities


According to experts, there are four types of difficult personalities. The first is abrupt, domineering and arrogant. They use extreme aggression to get what they want and are not afraid to make a scene in public. The second is passive-aggressive. They often make negative remarks that they pass off as teasing. They often attempt to sabotage leaders and coworkers. The third is a constant complainer who whines and finds fault in everything. They feel it is their responsibility to complain in order to make things right, but they rarely offer solutions. The fourth is unresponsive and disengaged. They often shut down during conversations and avoid answering questions directly.


Managing Aggressive and Domineering Employees


The first step in managing an aggressive and domineering employee is to maintain composure. Aggressive people attempt to deliberately upset others so that they can take advantage by exploiting weaknesses. Although it may be difficult, the first step is to offer as little reaction as possible. Take a deep breath and count to ten before responding. If you reach ten and are still upset, take a time out by walking away in order to calm down. Tell the person that you will get back to them or to let you think about the discussion. Pick your battles as there are times dealing with an aggressive person is not worth your well-being or happiness. However, as a manager, allowing an aggressive person to continually show aggression in the workplace can undermine your authority. When you have to address their actions, approach them on their level and keep the conversation brief but targeted. Be sure to meet with them in private and not in front of other staff or patients. Clearly outline the impact of their behavior using specific examples. Be sure to treat them with respect and remain calm.


Benefits of Aggressive and Domineering Employees


Although aggressive and domineering employees can be difficult to work with, there are advantages to this type of personality type in the workplace. Domineering employees make excellent leaders, especially during a crisis. Their energy can help other employees stay focused and they may be more willing than others to take on new challenges. When discussing the actions of an aggressive person, be sure to point out their strengths. This could help them focus their energies on positive actions rather than negative ones.


Dealing with Passive-Aggressive Employees


A passive-aggressive employee has behaviors that appear to be passive but are actually directed and purposeful. The actions are intended to control others or assign a negative third-party perception so that they can avoid responsibility. It is sometimes difficult to recognize a passive-aggressive employee which makes them harder to control. Once you have identified that an employee is passive-aggressive, you must address their behavior directly. Be sure to focus on your own feelings and not the behavior. Never attack the character of a passive-aggressive employee and make sure you address the situation in private. Confront them about one behavior at a time rather than all at once. If they feel the need to retreat during the conversation, allow them to do so in a dignified manner. Set a time limit to meet with them as passive-aggressive employees have a tendency to let disagreements drag on. Be sure that the person understands that you care about them.


Passive-Aggressive Behavior in the Workplace


Unfortunately, there are no benefits to allowing a passive-aggressive person continue their behaviors in the workplace. In many cases, the passive-aggressive person has developed the behaviors because they have no insight into themselves. When confronted, they feel they are treated unfairly as they may not even realize they are angry and resentful. They tend to procrastinate and are very resistant to change. They have fragile egos and do not handle any form of criticism well. They withhold information about how they feel. When an employee demonstrates passive-aggressive behavior, it must be addressed quickly and efficiently in order to prevent significant damage to morale.


Dealing with a Constantly Complaining Employee


The constant complainer is a fountain of complaints in the workplace. In most cases, complainers can be ignored. Eventually, constant complaints will lead to a confrontation with either management or another employee. The first step to address constant complainers is to schedule a meeting in a private location. Set a time limit of no more than 15 minutes. From the beginning, express empathy. Often, constant complainers simply want to know they are heard. Show appreciation for them bringing the issue to your attention, but make no judgment on whether the complaints are valid. Do not try to convince them that the problems they see are not really an issue as you will not change their mind. Ask them to provide you with some solutions to the problem. If they are complaining about a co-worker, require them to deal directly with the other person. If they cannot without intervention, offer to mediate a meeting between the two of them. Ask if the complainer wants your opinion. In most cases, they will not. They simply want to be heard.


Benefits of Chronic Complainers


Although there are those who simply complain to be heard, chronic complainers can also draw attention to issues within an organization that management may be missing. Pay attention when people complain, even those who seem to complain about everything, as there may be some underlying truth to their complaints. By asking them to provide solutions, you will also learn whether their complaint has merit. If there is no valid solution, the complaint may not be valid.


Dealing with Unresponsive Employees


Disengaged and unresponsive employees have a lack of enthusiasm or commitment to the workplace. They basically “put in time” during each shift with no excitement or passion for their job. Disengagement is a growing problem in the workplace, especially among healthcare workers who are being pulled in many different directions. If you suspect an employee is disengaged, schedule a private meeting and specifically ask if there is a problem. Skip the small talk and get to the point immediately. Explain that they appear to be disinterested in patient care or another aspect of their job and ask if there is a problem. Listen and then confirm what they say to you. Repeat what they say in order to clarify that you heard them. Don’t pressure them to talk. One of the best questions to ask is “If this problem were solved today, how would your work performance change?” If the employee answers with confidence, they are willing to repair the situation. If they do not, they may be in the wrong position. End the meeting with a commitment to action and follow-up with written documentation of what that action will be.


Engagement and Happiness

It is important to understand that engagement and happiness are two different things. An employee who is engaged is invested in the organization. By determining what it is that is making the employee disengaged, you may be able to identify larger problems in the organization that need addressing as well.

Every manager will have to deal with a difficult employee at some point. Understanding the different types of difficult employees can help you learn the best way to manage them effectively, creating a better working environment for management and staff alike.

Leading Management Solutions helps medical practice leaders identify ways to improve operations to increase revenue, employee engagement, and patient satisfaction. Learn more about us at

About the Author:


Kristen Brady is the founder and owner of Kaboom Social Media, your social media marketing and content specialists! Follow her on Twitter: @kb54927


Management Styles for Different Personality Types

Originally published on July 15, 2016 at  By Kristen Brady

Leading a team to success is the sign of a good manager. However, not every manager has the same management style. What may be even more surprising is that one manager may not have one leadership style as a good manager understands that management styles need to be mixed and matched in order to get the most out of their team members. They also understand that a management style that works with one employee may not work with another as each personality styles needs a different type of leadership.


Charismatic Management


A charismatic manager is able to influence others through the power of personality. They are often energetic and inspire passion in others by demonstrating their own. In some instances, a charismatic manager may seem to believe more in their own abilities than the team, but they still keep the team’s best interest in mind. Charismatic managers have the ability to expand a healthcare organization’s position in the market and improve morale in a team. A charismatic leader works best when an employee is introverted but wants their ideas heard. They have the ability to listen and make other members of the group feel heard. Employees who need reassurance and support are often best suited to working with a charismatic manager.


Innovative Management


An innovative leader often thinks outside the box. They are able to see the entire situation and develop solutions that are not what most people would be unable to see. They bring new, innovative ideas to the table and expect those ideas to be put into motion. An innovative leader is not afraid to take risks and, if they do fail, they see it as a learning experience. They are also more likely to listen to the ideas of others and implement those that may seem farfetched to some of the group. Employees who also enjoy thinking outside the box work well with an innovative manager. Those who enjoy spending hours in brainstorming sessions or who believe that the best ideas are those that seem outrageous or silly will thrive under an innovative management style.


Command and Control Management


Command and control managers appear to be rigid. They follow rules and expect others to do the same. When there is an urgency to a decision, they make the decision with little discussion, a benefit in some circumstances such as those that involve safety problems. These types of leaders also do well when decisions are financial or legal. Command and control managers are able to meet deadlines that seem impossible, but they demand immediate compliance. They often employ interactions that are from the top down. Command and control management work best with employees who are extremely detail-oriented and work best with a logical objective. Employees who do not like to be interrupted work best with this type of management system. In some cases, employees who are working on a detailed project may become what is known as “duty-fulfillers” in that they are focused on the project at hand, even if they are not normally that type of personality. In those cases, managers who allow those employees to complete the tasks they need to complete without interruption will see more production from them. This type of leadership also works well with employees who are traditionalists. These are people who like to get things done but use a systematic, methodical method to reach goals. They like organization and straightforward instructions.


Relaxed Management


The complete opposite of command and control management, relaxed managers have a thorough understanding of what is happening but keep themselves from being directly involved. They trust others to do as they are expected to do but they monitor all aspects of the team, providing feedback on a regular basis. This type of management works well in remote settings when team members are in various locations. They also work well when there are multiple leaders but a project has a strict deadline. Employees who prefer to work with little direction do well under a relaxed management style. These types of employees cannot handle micromanagement and prefer to work at their own pace. However, they also need occasional feedback to let them know they are still on track, which is one of the traits of a relaxed management style.


Role Model Management


A role model manager sets high performance standards for themselves and expects their team to meet the same standards. They are not “do as I say, not as I do” managers but act in the same way they expect their team to act. They are able to embrace new projects and work quickly to achieve goals. They also work well when results are needed quickly and action must be taken immediately to achieve those goals. Employee who seem to be very grounded work well with role model management. They want to see someone modeling their own behavior. These types of employees are rarely absent or late for work and they expect their leadership to adhere to the same principles. They will also be outspoken about other people’s behavior if it does not match their own.


Behind-the-Scenes Management


A behind-the-scenes manager includes the entire team in the decision-making process. They provide the tools necessary for the team to succeed, but they stay out of the limelight. Instead, they give the team credit for any results. This type of management often occurs when the leader is elected by an organization, committee or community. They often create a positive culture and have teams with better morale as results are team-oriented. Employees who are conventional, grounded and enjoy contributing will work well with a behind-the-scenes manager. They often work best on their own and may be introverted. They are loyal, hardworking and committed to the tasks they are assigned, but they want recognition for their hard work.


Situational Management


A situational manager links the behavior of group members with their readiness to complete a project. They are directing and supportive but also work to empower and coach those on the team. They are best suited for teams that need refinement or reinvention. Situational managers can sometimes be unpredictable. Employees who are in tune with the emotional environment work well with situational managers. They enjoy two-way communication and the fact that a situational manager will get to know them as a person, not just as an employee. This type of personality develops strong loyalty to a manager and works harder due to that loyalty.

Transitional Management


A transitional manager expects the group to conform even when conformation may be uncomfortable. They expect everyone on the team to do their best and, like the role model manager, performs in the same manner they expect the team to perform. They often encourage innovative ideas and motivate through optimism, enthusiasm and commitment. This type of management style works best with a nurturer personality style. This is a group member who works hard to get along with others and often offers assistance in an understated way. They often volunteer for community activities and are very optimistic.


Throughout an organization, there may be many personality styles. In fact, each employee may exhibit different personality styles depending on the tasks they are performing. The same is true of management. The best leaders exhibit multiple management styles in order to get the best from each person they manage. This may mean changing leadership styles several times a day or even several times an hour, depending on the task at hand. By adjusting leadership styles to meet personality styles, organizations see better morale and less turnover than those that retain the same management style for all staff members. By learning the personality style of those being managed, a good leader can achieve much more than those who simply use the same management style for everyone.


Leading Management Solutions helps medical practice leaders identify ways to improve operations to increase revenue, employee engagement, and patient satisfaction. Learn more about us at


About the Author:


Kristen Brady is the founder and owner of Kaboom Social Media, your social media marketing and content specialists! Follow her on Twitter: @kb54927