The Rev. Margaret Crowl on breaking in a new boss

Have Your "Spiel" Ready

I have been in my current position for less than six years and have had seven different bosses, with boss number eight to be hired soon. Other colleagues describe similar boss turnover rates.

Why does this happen? It may be due to the usual ebb and flow of people coming and going. Or, a restructuring may assign Pastoral Care to a different position within the organization. My most recent boss left for a better position after only six months. He predicted that due to a perceived shortage of talent in the marketplace, frequent turnover of upper administration is going to be the rule rather than the exception.

When a turnover happens, we may report to an administrator that has never before worked with Pastoral Care. This gives us an opportunity to be intentional about educating our bosses about what we do, why we are important to the institution, and why they should support us. This serves not only to establish a strong supportive relationship, but also to enhance the administrator’s regard for Pastoral Care as he or she may be promoted or move to a higher position at another institution. The boss who left us a few months ago is already telling me that one of his goals in his new hospital is to establish a Pastoral Care department.

When you are awaiting a new boss, use the time to get your policies and procedures updated. Also assemble some print resources to give to your new boss. He or she will want to get up to speed quickly. (See Suggested Reading at the bottom.) Try to learn everything you can about your new boss before he/she comes. If it is someone being promoted from within, talk to former co-workers. If the person is coming from another hospital, try to make contact with the Pastoral Care department in that hospital. You may be able to obtain a resume.

The more you can operate within your boss’s comfort zone, the better relationship you will have. As you are getting to know your new boss, assess what’s important to him/her. How is the boss going to measure your department? How does the boss prefer to communicate? Does he/she like e-mail, voicemail, or face-to-face? Does he/she want details or overview; numbers or narrative? Does he/or she like to chat or get down to business right away and be finished quickly? Try to assess the boss’s Myers Briggs personality type. Ask your new boss to identify a favorite management book…then READ IT. Inquire about religious affiliation and offer help in finding a new congregation or parish. My experience is that a boss who is well tied to his/her faith community will more likely appreciate the value of Pastoral Care.

Finally, be prepared for the new boss to arrive in your office one day unannounced, asking you, “So tell me about your department.” Have your spiel ready. Use language the administrator understands. Your boss will want to know about your budget, your staffing, your coverage, and your goals.

Suggested Reading:

Clark, P.A., Drain, M, and Malone, M. “Addressing Patients’ Emotional and Spiritual Needs,” Joint Commission Journal on Quality and Safety, Vol. 29 No. 12 (Dec. 2003); 659-670.

Graber, D.R., and Johnson, James A. “Spirituality and Healthcare Organizations,” Journal of Healthcare Management, Vol. 46, No. 1, (Jan./Feb. 2001); 39-50.

LaRocca-Pitts, Mark. “Walking the Wards as a Spiritual Specialist,” The Harvard Divinity Bulletin, (summer 2004); 20.

Smith, Eric. “Assessing the Bottom Line Impact of a Hospital Pastoral Care Program,” The Journal of the Association of Professional Chaplains, Vol. 19 No. 2 (autumn/winter 2003); 22-25.

VandeCreek, L., and Burton, L. eds. “A White Paper — Professional Chaplaincy: Its Role and Importance in Healthcare,” Journal of Pastoral Care 55, 1 (spring 2001); 81-97.

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