How to avoid the 10 deadly sins of materials management
by Joe Colonna

How do materials managers stop being victims and start to become heroes? In a time when expense management in healthcare is more important then ever as a result of healthcare inflation being twice that of the Consumer Price Index, why are the C-Suite executives not turning to materials managers to lead organization-wide expense management processes? The questions continue: Why do bad things happen to good people? Why do so many competent, hard-working materials managers lose their jobs? Why do materials people continue to complain at conferences about how their bosses just don’t get it? I could go on but everyone knows the lyrics to this song.

Okay, you say, I know the questions, so how about some answers? Well, in the end my friend, the answer is within each of us. It is up to you to decide what happens next. You have to decide if you are going to be a hero or a victim. You will also have to decide if your current environment is one that will allow you to become the leader of expense management or if your chances for recognition and advancement appear dismal, that it may be necessary to make a new start somewhere else.

Does this sound harsh? Consider this: One of the greatest things a leader can sometimes do is fire themselves. It is also the hardest. True leaders recognize with equal clarity when they have failed and when they have been successful. Keep in mind, the "failure" may not be one of inability or incompetence. It may, unfortunately, be the result of the inability to convince the executive team that they have been too shortsighted over the years by not building the infrastructure and processes for transforming from the management of "things" to the management and leadership of organization-wide expense management processes.

Real leaders know when it is time to stop struggling and change what they are doing for their best interests and those of their organization. Unfortunately, some wait for the organization to make that decision for them, and thus they become a victim, albeit an undeserving one.

In an effort to help you avoid becoming a victim, below are listed the 10 Deadly Sins of Professional Development for Materials Managers in Healthcare. I have chosen to focus on professional development instead of the operational "nuts and bolts" of the profession because that "how to" information is available from so many sources and in many media. Instead, I am addressing those "sins" that will prevent many materials management professionals from ever optimizing the opportunities available to them regardless of their expertise in the "nuts and bolts" aspects of their job. In addition, although I refer to these as sins, I am not referring to acts of commission (e.g., ethics) that are addressed in codes of conduct and procedure manuals. No, these "sins" are those of omission.

The Ten Deadly Sins of Professional Development:

1. Assuming nothing changes – Some materials managers have a "been there-done that" attitude. They sincerely believe they have such a "good handle" on the profession that there is nothing left to learn. [If this is you, read no further because there is not point to the exercise and you are a lost cause.] With all of the changes that have occurred and continue to occur at such a rapid pace, how can anyone think that way? Even if someone is at an optimal level of technical proficiency, success in the future will be based on leadership that requires proficiency in interpersonal skills and communication. The mastery of using the "right" skills in the "right" way is an area that commonly needs attention and where most MMs can and should focus their time and energy.

2. Not being honest with yourself – Hand-in-hand with the first sin is the second. If you cannot be honest with yourself, about your weaknesses and where you need help, you will have a tough road to travel. Self-assessment and self-awareness are critical to successful leadership. Creating a mental model to enable yourself to develop the necessary thought process will be very difficult to do by yourself. A good way to proceed is to find a good mentor who will be honest and tough with you by encouraging them to use what Jim Collins referred to as "the brutal facts of reality" in his book, "Good to Great," and then listen to them. Remember: It is impossible to improve upon your weaknesses without first identifying them.

3. Assuming others know what you are accomplishing – Do not assume that anyone, especially your boss, is singing your praises. Often, MMs report their accomplishments only to their boss. Unfortunately, far too often, when their current boss leaves, they learn that no one else understands their objectives and the rationale behind their past decisions-even if they were supported by their boss. Too many excellent MMs are often unaware their job may now be in jeopardy because their actions may not have been in keeping with the wishes of most, if not all, of the remaining members of the executive team. Moving forward, MMs need to have a specific plan which incorporates the shared vision for their department based on the consolidated perception of the executive team and also identifies how this vision relates to the organization’s overall strategy. Then, as accomplishments are realized, they must be shared with the entire executive team.

A good way to encourage your boss to allow such an executive team-wide plan to be developed would be to prepare a "laundry list" of potential organization-wide objectives which could be accomplished and ask your boss for the opportunity to facilitate a brain storming session with the executive team. Simply explain that everyone’s input would be the best way for you to help your boss by knowing what it is everyone (individually and collectively) wants or needs from you and your department and how these objectives need to be prioritized. Explain to your boss that such a process would be in their best interests by providing you with a comprehensive list of specific objectives. (Besides, you may learn that the vision of the executive team for your duties or that of your department is not in keeping with your career goals. Such a session may alert you that it is time to pursue another opportunity which will meet your criteria for recognition of and appreciation for your contributions to the organization).

4. Not using win-win tactics – Some MMs mistakenly believe their value can and should be measured by the number of times they "win" through tough negotiations. Accordingly, they strive to win at all costs, even with their peers or members of the medical staff. While the use of Win-Lose tactics can create short-term "wins" which may result in a MM feeling better about themselves and their value to the organization, on a longer term basis, such tactics often lead to the loss of respect and decreased credibility. MMs should study and use Win-Win protocols. I like the explanation of Win-Win that Bill McFaul used to use when teaching his comprehensive course on negotiation, "Win-Win is creating an environment for and process by which all involved parties can envision the optimal outcome and willingly work together to achieve it."

5. Failure to use effective time management – Inefficient time management usually results in a plethora of unsatisfactory results that, in-turn, cause a dramatic decrease in the credibility of the MM. Some examples of poor time management include: Missing deadlines, being late for meetings, allowing excessive work-in-progress to accumulate, being "too busy" to help others, producing marginal or good results when "great ones" were expected or needed, and delegating too much work to overworked staff. The major risk of poor time management is that your boss or the entire organization may assume that you do not have the ability to assume additional responsibility or, even worse, that you are incapable of performing your current job effectively.

6. Not having a positive attitude – By complaining to others at work, be they employees, peers or your boss, you are only hurting yourself. Organizations recognize good managers and great leaders. You will never see pessimism or negativity listed as favorable characteristics of either. Much like the storyline in the book "Fish," we all have the ability to select our own attitude, be it positive or negative. So, choose the positive mindset. And, if you feel the need to vent, find a mentor outside of the organization who may help you talk through your issues.

7. Not being accessible – Just because many materials managers find themselves in the basement, does not mean that they should stay there. Accessibility is more than merely touring the various workstations from time to time on all three shifts (a highly recommended practice which can uncover problems as they emerge-thus minimizing their impact on your credibility and that of your department). It also includes doing whatever you can to avoid the use of voice mail to screen your calls. Regardless of how busy you are or may believe you are (see No. 5 above), your position is one of the most critical internal customer service jobs (i.e., internal consultative functions) in the organization. If you are the leader of providing supplies and services to everyone throughout the organization, what kind of message does it send to your peers, the executive team, the medical staff, etc., when you cannot be readily located?

8. Avoiding bad news – Too often, people find it difficult to admit to or report their mistakes. Even worse, some people make a conscious effort to blame others for deficiencies or errors – those that they very well know they caused. Singularly, such actions could be the primary cause for the lack of respect within an organization and for earning zero credibility. No one is perfect and, if the expectation of your boss is that you should be, act swiftly to find a different job. As a rule, however, most people understand that mistakes do occur. In fact, most people gain respect for those who step up and admit when they are wrong or take responsibility for the actions of their team, and move expeditiously to correct the situation. Just remember that everyone fails. It is more often not about what happened but what we do about it. Take, for example, President John F. Kennedy, who hit his highest level of popularity after the Bay of Pigs. By accepting responsibility for the mistakes that were made and not passing the buck, Kennedy garnered respect from those that now saw him as human, honest and worth admiring.

9. Hanging your hopes on a piece of paper – Unfortunately, our profession cannot be taught in a classroom. Certain aspects can be taught, but relying on a degree is like assuming a real estate license will ensure a high income from the sale of real estate. While a certain level of education may be required to qualify you for the position, it is only the ticket to admission; it will not, in itself, bring benefit and it doesn’t guarantee results. For the most part, effective materials management is an OJT gig. Listening to others, including your more experienced staff, is critical. Keep in mind, real "listening" is an acquired skill. While a person with a Bachelor’s degree has 16 years of education in reading and writing, how many years of education and training do they have in listening skills? Accordingly, it is advisable to find individuals who can coach you through the challenges and opportunities that will present themselves – and then listen to them. The first step is to learn the art of listening.

10. Not focusing on building a "great" team – It is a poor coach that blames the failures of the team on the players first. If your team is performing badly, even if you have bad players, you should look to yourself first. How are you building, training and motivating your team? Do you have the right players? Are they in the right positions? Do you need coaching in team building? As a leader your team looks to you for information, honesty and guidance. How are you doing?

At one time or another we have all been guilty of one or more of these "sins." Fortunately, as with other sins it is possible to wash these away and move forward in our careers. However, reading about the actions you should take and actually making things happen is a different story. The most successful people in the MM profession are the ones with a passion for the job. Do you have it? The second most important attribute is humility. If you have the passion, the humility necessary to learn from others and the willingness to be a true team player, there is no limit to the success you can achieve in the profession. Our profession is rapidly becoming invaluable to the financial viability of healthcare providers we serve.