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EMSWORLD.com | NOVEMBER 2017 37 For More Information Circle 24 on Reader Service Card only answer calls during productive periods when it is absolutely essential. And try not to let people interrupt you indiscriminately. An open-door policy is a must for an effective leader, but there's nothing wrong with telling someone you're in the middle of an activity and will get back to them at a specified time. 6. Never 'Fire and Forget' In our 24/7 work environment, as we try to protect our valuable time, get the job done and still manage to have a work-life balance, it's easy to fire and forget. Part of this is related to being a good manager. We want to empower our employees to make good decisions within their authority, and we're always cautioned against second- guessing or micromanaging. A natural tendency of these combined factors is to give people tasks and assume they've accomplished them. It doesn't always work this way. They have competing pressures and varying degrees of effective- ness, and sometimes they drop the prover- bial ball. Part of being a manager is actually managing, and this involves staying on top of the people who work for you and making sure their jobs are actually getting done. Of course this itself is a balancing act, as you don't want to overmanage. Try to use objective, definitive tools to accomplish this. When you delegate a task, establish clear goals and realistic deadlines for any waypoints you have to reach. This is another place where your time-manage- ment system must be utilized to make sure you don't miss a deadline or let a critical task get pushed further and further off the priority list until it's simply forgotten about. E-mail is a double-edged sword for com- munications, but there are times when it can be very useful, and task management is one of them. Establishing responsibilities, goals and deadlines in an e-mail, distributing it and archiving it for later reference will help make sure everyone's on the same page and give you something to refer back to should it become necessary. The key point in managing, at every level, is accountability. Everyone in an organiza- tion, from top to bottom, should be held accountable for his or her actions and to some reasonable objective standard. Remember, you set an example in this area, and so do the people above you. If they're not following up or are letting projects fall by the wayside, then the people down the chain of command will see this and model their behavior accordingly. 7. Manage Your Boss The term "managing your boss" is fraught with danger, but it's the final key to success. Each person has strengths and weaknesses, preferences for how they work and manage time, and their own special set of needs to be successful. As a manager you should pay special attention to all of these elements in the person to whom you directly report. If you can anticipate your boss' needs, imagine how much more successful he or she will be. If you know your boss is always late to meetings, help them manage their schedule so they can get out the door on time. If you know your boss hasn't read their e-mails yet today but there's some- thing critical they need to know, pick up the phone and call them. This can extend to numerous other areas, even to the point of having a cup of coffee ready at a meeting to make sure your boss is fully engaged. Now to the dan- gerous part: Never "play" your boss. You can't ever shield them from informa- tion you don't want t h e m t o k n o w, tr y to steer their decision-making or isolate them from what's happening below them. This is extremely com- mon; unfortunately so when your direct boss is less than ef fec tive in their role. But if you get caught doing this, your trust relation- ship will be irrepa- rably harmed. Ear- lier we discussed how important this trust is. If your boss finds out you're trying to manipulate them, consider your trust bank balance reset to zero. Conclusion Information is your friend. In fact, the common thread in all these keys to success is that they require good information, and that the information be communicated where and when it's most ef fective. Remember that one point, and you will dramatically improve your success. Finally, consider that your role is to be the link between large areas of an organiza- tion and the top brass. One of the common titles used is "chief of staff," and you have to decide how you want to emphasize these words. Are you going to be the chief of staff or the chief of staff? The most successful servant leaders focus on the staff, and the authority of being a chief comes naturally. If you focus on being the title of chief, you will never have the respect of your staff. ABOUT THE AUTHOR Matthew R. Streger, Esq., is a member of the EMS World editorial advisory board and a member of the law firm Keavney & Streger in Princeton, N.J. He has over 30 years of experience in EMS in a wide variety of roles and locations. 888-458-6546 3121 Millers Lane Louisville, KY 40216 Tel: 502-775-8303 Fax: 502-772-0548 S A F E T Y A P P L I A N C E C O M P A N Y www.junkinsafety.com PROUDLY MANUFAC TURED IN THE USA 300 Series Lightweight Basket-Type Stretchers JSA-300-W without Leg Divider JSA-333-A Stretcher Kit Kit includes JSA-300 series stretcher, bridle sling and two safety blankets. Without accessories, order JSA-300-A Lightweight Basket-Type Stretcher only. JSA-300 with Leg Divider