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Moving into Managementtt

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his article is reprinted from the Sep-ember 2008 issue of the Journal2008;108:1423-1425).

or Rebecca Cservek, RD, makinga move into management was notsomething she had always antic-

pated.“I never thought that I’d go into a

eadership position,” says the currentirector of food and nutrition servicesor Harbor Hospital in Baltimore,

D, a 203-bed facility. “It came as aurprise to me almost.”Still, Cservek, who began her ca-

eer as a clinical dietitian with Mor-ison Healthcare Food Services in999, has found the position reward-ng both personally and financially.he believes more food and nutri-ional professionals should remainpen to the possibilities of a manage-ent career, whether that includesanaging other dietitians as a clini-

al nutrition manager or workingith hourly employees as part ofanaging patient services.“We are seeing more dietitians go-

ng into operations and becominganagers,” says Cservek. “They’re

eeing their peers do it, and theynow it can be done.”So how does a food and nutrition

rofessional make the move intoanagement? Cservek and others in-

This article was written byJennifer Mathieu, a freelancewriter in Houston, TX. Mathieu isa former editorial assistant forthe Journal and her writing hasappeared in The WashingtonPost, Houston Chronicle, MiamiHerald, The Kansas City Star,and several other publications.She has received awards from theAssociation of AlternativeNewsweeklies, the Dallas PressClub, the State Bar of Texas, andthe Gay & Lesbian AllianceAgainst Defamation for herwriting.

fdoi: 10.1016/j.jada.2009.03.032

20 Supplement to the Journal of the AMERICAN DI

erviewed for this article offer severalips to smooth the transition.

NOW YOUR PERSONALITYPeople who want to go into man-gement have to be action-oriented,ersonable, able to negotiate, andave great organizational skills,”ays Sharron Lent, RD, vice presi-ent of patient and clinical servicesor ARAMARK Healthcare. “Theyave to want to improve on a processnd deal with complex situations.”Those who crave a predictable,

trict routine may not find a home inmanagement career.“Every day, you could walk into a

risis,” says Cservek. “A floodeditchen, a health department inspec-ion. You have to be flexible and ableo roll with the punches.”

Susan Laramee, RD, MS, FADA,nd past president of the ADA, urgesutgoing professionals who like work-ng with people to explore manage-

ent.“You have to enjoy all types of peo-

le, have a degree of confidence, andn ability to make a decision quicklynd think fast on your feet,” saysaramee, now a clinical recruitmentanager with Sodexho. Larameeould like to see more registered die-

itians join the ranks of management.“They’re in demand because they un-

erstand nutrition education,” she says.

Those who crave apredictable, strict

routine may not finda home in a

management career.

Even if you don’t think you mightt the total package for a manager,servek says it is often possible torow into the role. Cservek faced ahange when a promotion took her

rom managing fellow registered die- h

ETETIC ASSOCIATION © 2009

itians to supervising hourly employ-es in the kitchen.“That was really when I felt like Ias developing my skills,” she says. “Ias having to conduct disciplinary ac-

ions, and that was scary at first be-ause, like most people, I don’t enjoyonfrontation. But I had great mentorsnd support, and soon my own leader-hip style began to develop.” Currently,servek has five managers and 60ourly employees under her direction.

OCUS ON YOUR LEADERSHIP SKILLSecause careers in management de-and quality leadership skills, those

nterviewed for this article say it is im-ortant to strengthen and highlighthose skills when considering the movento management. Some food and nu-rition professionals may believe thatheir clinical background would not ap-ly, but Lent says that’s not true.“Maybe they established Nationalutrition Month or organized a pro-ram at their place of employment,”he says. “They led a team or chairedcommittee. They need to search for

ny example in their previous workife. Many think they don’t have lead-rship experience when they do.”Laramee adds that it is also accept-

ble to highlight leadership roles out-ide of work, for instance, presidingver a neighborhood or church group.he bottom line is being able to showou have successfully managed aroup of people and produced a posi-ive outcome.

Before transitioning into manage-ent, Cservek looked for opportuni-

ies at her hospital to grow her skills.“I got involved in committees and

tarted attending meetings and was ableo understand hospital policy. I became aoint of contact for my department,orked with The Joint Commission, andelped design an outpatient bariatricrogram.” Later, when Cservek inter-iewed for a management position, sheas able to show measurable results she

ad been responsible for.

by the American Dietetic Association

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BUSINESS OF DIETETICS

AILOR YOUR RESUMEccording to Laramee, too often thoseeeking management careers do notailor their resumes correctly. Thoseith a clinical background may be

empted to send in information thatocuses on clinical competencies in-tead of leadership skills, and maypply using a curriculum vitae thatould be more appropriate for an ac-demic or clinical environment.“We don’t need CVs, we need re-

umes,” says Laramee. “And not four-r five-page resumes. Focus on theompetencies the job requires and in-icate those skills high up on the re-ume. I suggest beginning with aummary of skills instead of listing aob you had 20 years ago.”

Those who entered dietetics as aecond career should consider high-ighting skills from their first careerhat would be applicable, she adds.ny position that focused on analyti-

al thinking, managing finances, ne-otiating, building a team, and devel-ping staff should be part of theesume.

AIL THE INTERVIEWhen it comes to the important inter-

iew, candidates need to dress for theob they want, not the job they have,ays Lent.“It’s a leadership position, and they

eed to dress as such,” she says. “Aonservative suit, pantyhose, neutralolors, no nail polish. It’s hard to getast a bad appearance in the inter-iew.”All those interviewed for this arti-

le stress the importance of coming tohe interview prepared. Research theompany first before your arrival, andome armed with several concrete ex-mples of how you successfully han-led different situations. Tailor yourtories to match the skills the com-any is looking for.“Be prepared to talk about your ex-

erience with customer service, yournterpersonal skills, your team build-ng,” say Laramee. “Think about ac-ual situations when your skills weresed.”“Practice telling these anecdotes to

riends and family until you can speakomfortably about them,” suggestsent. “Remember to focus on out-omes.” Being able to discuss measur-ble outcomes—increasing patient sat-

sfaction or employee participation by a a

ertain percentage, for example—isritical for a successful interview.

ETWORKINGFrom my perspective, if you can gethat resume into the hands of someoneou know, it can make all the differ-nce,” says Lent. Networking, say thexperts, is critical and can also providen opportunity to develop those all-im-ortant leadership skills.“Join the ADA, join a dietetic prac-

ice group, and get actively engagedn the local and national levels,” saysent. “Run for a position, collect busi-ess cards, volunteer for a subcom-ittee. Once you make connections,

oors open for you.”Lent also suggests joining different

rofessional organizations, such as themerican Society for Healthcare Foodervice Administrators, Women’soodservice Forum, and the Nationalssociation of College & Universityood Services, and attending their con-

erences and workshops. The Nationalestaurant Association’s annual show

s also a great place to network.Joining a professional organization

nd networking is also a way to find aentor, an important step in buildingmanagement career, say those in-

erviewed for this article.“I attribute most of my success to

hose who listened and helped me andupported me along the way,” saysservek.“Many of these groups are made up

f embracing people who are veryilling to mentor,” adds Laramee.

Find one and develop a relationship.omeone who can advise you on whatou need to do to grow.”Careers in management can be re-arding for those who seek them out,nd opportunity for growth is unlim-ted, say the experts, in addition to anften larger paycheck and even oppor-unities for travel.

“There are so many opportunitiesut there for those who want to bennovative and continue to improve,”ays Laramee. “If you have drive andetermination and are willing to takeisks, the openings are out there toake on many different roles.”

Adds Lent, “In management, I seehe impact of my work every day. Theifference you can make to employ-es, giving them a chance to grow,

nd knowing you’re making a differ-

May 2009 ● Supplement to the Journa

nce to the patient population. Youet to make a difference fairlyuickly.”

l of the AMERICAN DIETETIC ASSOCIATION S21