Rev. Dr. Eric Smith on Gaining Administrative Support, Part I

Ask and Ye Shall Receive

In my effort to discover what it takes to gain administration’s support in this era of cost cutting and competing for valuable resources, I personally interviewed 15 senior administrators from eight different hospitals in three different states. They were each asked the same questions concerning what it takes to gain their support for a project, program, or staffing increase, and also what they wished that chaplains knew and understood about administrators. Their responses were informative and interesting:

• BE AN EFFECTIVE MANAGER — They said that chaplains are generally pretty good pastoral caregivers, but not always great business managers. Good managers get listened to and supported, while bad managers get turned down or are poorly supported.

• BE A TEAM PLAYER — Participate with others in the hard as well as the easy. When a mandated 5% budget cut was announced, one chaplain was the first to respond with the adjustment. His administrator said, “I will remember that willingness and sacrifice when monies are freed up again.”

• LOOK FOR OPPORTUNITIES TO MAKE CONTRIBUTIONS WHICH BENEFIT THE ORGANIZATION — Several administrators spoke of their chaplains going the extra mile in serving and promoting their institutions. One said, “He gives to us, even when it’s not convenient, so I’m obliged to do the same for him.”

• COMPLETE A COST/BENEFIT ANALYSIS — Every one of the 15 mentioned the need for them to receive something of this sort in order to make a good decision. For a cost/benefit analysis, state the costs of the project or position. Don’t leave anything out. Then note the benefits, values, and results that this project will bring to the hospital. If you are not familiar with this exercise, ask your administrator or finance officer for guidance. This data is critical for their acceptance.

• HAVE ALL OTHER OPTIONS BEEN PURSUED BEFORE ADDING STAFF OR INCREASING COSTS? — Demonstrate or verify that you have genuinely tried or evaluated other options.

• COMPARISONS WITH OTHER HOSPITALS AND CHAPLAINCY PROGRAMS — Explain what has been done elsewhere and how well it worked. Will you be the only one in town doing this? If so, this may give you the competitive edge.

• ENDORSEMENTS —- One administrator said that if the chaplain clarified that the senior chaplain of the larger system of which they were a part, or a hospital board member, or an ecclesiastical leader, or a key physician wanted this, then he would feel more inclined to give it positive consideration.



• FOLLOW THROUGH! —- Several mentioned this very pointedly. Do what you say you will do, keep them informed, and meet the deadlines set.

• UNDERSTAND AND APPRECIATE WHAT’S IMPORTANT TO ADMINISTRATORS — Their jobs depend upon how well the hospital does, not how wonderful they are personally. They have missions, requirements, and personal goals to accomplish. Ask them what these are. They will tell you.

In response to the question, “What do you wish chaplains knew and understood about administrators,” they said, “We are not the enemy. We are as individual as administrators as you are as chaplains, so don’t treat us all the same and think that we are all hard noses.” And finally, “Pray for us, the responsibility and pressure of this position is tremendous!”

Ask and you shall receive…..these leaders gave us much to consider.

Do you have thoughts about advocacy you’d like to share with your colleagues? Send an e-mail to info@PlainViews.org.