I’m an RN and recently took a staff position at a private pay, long-term care facility. Naturally, the expectations of the residents who can afford to live at this facility are very high and the administrator is committed to keeping them happy.
I became very concerned about the culture at this facility on my first day of orientation when it was explained that there were no chairs at the nurse’s station because of the “five-minute rule” regarding answering call lights. In an attempt to improve compliance with the rule, the chairs were removed and the staff must now complete charting and computer work standing up. As a professional who is expected to prioritize care and be accountable for my decision making process, I found this administrative move to be insulting and ridiculous. It has caused me to seriously reconsider my position with this company. Should I stay and hope things improve, or cut and run?
Stay or Go?
Dear Stay or Go,
This can be a tough choice because “if you go, there could be trouble, and if you stay, it will be double” (a thank you to Mick Jones for his insight here). It’s good to realize that this new organization might not be a good cultural fit for you early on in your employment. Many people either don’t recognize the harmonic dissonance until much later or talk themselves into putting up with it—setting themselves up for a lot of potentially avoidable pain and suffering.
At the same time, there are many reasons people would choose to stay at such an organization, despite experiencing adverse circumstances: having a job in the first place, having a schedule conducive to pursuing other interests, working in a place of high reputation, or even gaining experience that allows you to further your career goals. Their net experience is overall positive so they decide to stay. And that’s ok, if they recognize that they are choosing both the positive AND negative aspects of the job.
However, by your description of the culture and your particular discomfort with how things are run, I do think that staying would set you up for the “double trouble” alluded to in the opening paragraph. I’d encourage you to consider leaving, and here’s how I’d recommend you approach this situation.
First, give the organization a chance. Now I realize this seems to counter the advice I just gave, but hang in there with me for a moment. I’d encourage you to set up a time where you can talk with your boss and confirm your assumptions about the culture and if it is the right fit for you, your skills, and your expectations. Use your very best STATE skills to address your concerns and the conclusions you’ve come to.
Start this coversation by sharing what attracted you to the organization. Do this before you outline the gaps in your expectations. As you transition the discussion to the gaps you’ve found, make sure to be specific in your observations—cite the removal of the chairs and any other facts you’ve noticed. Next, lay out your tentative conclusion to leave. Don’t apologize for it, or weaken your position here, but don’t overwhelm your manager either. Own your conclusion with phrases like, “It doesn’t feel like the right fit for me,” or, “The way I see it…,” or, “I’ve come to the conclusion that it’s not the right fit for me.”
Many people shy away from this approach because they don’t want to come across as threatening: a kind of “change this or else I quit” type of demand. You can avoid this by ending with an inquiry. This is the point where you give the organization a chance. Put your meaning on the table and then invite your boss into the conversation with an ask like, “Before I made any decisions, I wanted to talk with you to get your take on the situation,” or “As you can see, this is really weighing on me, so I wanted to check in with you to get a sense of how you see things.” Your inquiry is an opportunity to test out your assumptions while at the same time determining the organization’s commitment to continue with the cultural patterns that have you worried. This is also the place where you can test whether or not there are other positions or places in the organization that would be a better fit. You may not have to leave the organization to find a better fit.
Now in this process, be careful not to allow yourself to be talked back into a position you don’t want. Your concern is not about unfair compensation or other concerns unrelated to the work environment. It’s about cultural fit. And, you shouldn’t settle for a resolution that is, in essence, being paid more to tolerate a bad fit. That won’t address your concern. For this to work, you need to be comfortable with the decision to leave the organization.
I think you’ll find that this approach gives the organization a chance to change if they feel that you are the exact type of employee they want. If they have no desire to shift, it at least gives them some data about how good employees perceive their culture. It also gives you the chance to exit the organization gracefully, if needed.
At the end of the day, if none of what I’ve recommended works for you, you can always try Paul’s way. “Just slip out the back, Jack. Make a new plan, Stan. You don’t need to be coy, Roy. Just get yourself free.”
Best of luck,