by Doug Gray | Aug 1, 2015 | change, Coaching, healthcare, Leadership, Managers, talent
Physicians with resilience have:
- Increased career satisfaction
- Higher personal life satisfaction
- Enhanced performance and efficacy
- Engagement with lifelong learning
- Skills that may be modeled and directly transferable to patients (e.g., CBT)
Thankfully, resilience can be taught and developed.
Resiliency can be defined as “the capacity to adapt successfully in the presence of risk and adversity.”
Take this quick self diagnosis for burnout and resiliency:
Take a moment to write down where you think you are on a scale of 1 (low) to 10 (high) on these two measures. Note that burnout and resiliency are directly related and inversely related. Like any coin with two sides…
A self-diagnostic question is “How do you know if you are avoiding burnout behaviors?”
An organizational-diagnostic question is to ask your team if they have noticed you being less compassionate, hopeful and caring lately?
Or if you are daring, ask your team if they have noticed you being more abrupt, judgmental, or impatient lately?
(We are often hired to assess the degree of burnout or resiliency in a practice group.)
My experience is that these bullets are 5 reasons for you to do some work. “Physician heal thyself” is axiomatic. As a species, we need to make more anabolic choices than catabolic choices.
CBT is cognitive behavioral therapy, a psychological process that recognizes choice, personal strengths, and includes reqular behavioral feedback.
I hire a dentist when I need dental work; why wouldn’t you hire a psychologist when you need to develop resilience for your self or your team?
by Doug Gray | Jul 6, 2015 | Business, change, Coaching, Leadership, Managers, strengths, Success, talent, talent assessment
How do you measure learning and development?
The Greeks believed that the “rope of one’s life” was defined by three fates, who spun the thread of life, measured it, and then cut it.
Instead, imagine that your career can be described using a 10’ long piece of rope. If you dropped the rope at your feet it would look like several messy loops. Most of us choose to believe that we have some impact on the “rope of our careers.”
Now imagine that you have a work team of 5 people. If they each had a 10’ long piece of rope and dropped those ropes at your feet, then how would you describe that messy image?
Talent management is a cyclical model frequently described with three loops: attraction, development and retention. Some of those key metrics include efficiency, effectiveness and outcomes. A tremendous resource for talent managers who want to demonstrate accountability, like any CFO or business leader, is at www.centerfortalentreporting.org
The ultimate goal of talent management should be to retain desired employees, not all employees.
There are actually 6 loops in talent management. Think of your process as 6 inter-related loops that include: talent acquisition, learning and development, leadership development, performance, total rewards, and succession planning. Here is a definition of each loop, plus some comments.
- “Learning and development” services support all of the organizational activities aimed at improving the performance of individuals and groups within the organization. The learning and development process includes addressing gaps in skills, knowledge and competencies, and then building the strategic talent capabilities of the organization through a systematic focus on competence required to meet business objectives. Aspects of learning and development may include job profiles, competency mapping, knowledge management, behaviors, skills, ability tracking, learning content, training, coaching and assessments.
Despite the trend toward digital content delivery, adoption of digital content remains below 20% in most industries. Make certain that you are using short, sensational videos, interactive quizzes, and social followers or gamification to promote goals of instructional designers. The bottom line? Be careful if investing in digital solutions and expecting high user adoption rates.
The 70:20:10 model for learning and development is a guideline or frame of reference that is now used to both 1) promote learning and 2) restrict learning. Let us assume that learning results from 70% on-the-job or self-directed learning, 20% from managerial or client feedback, and 10% from courses and reading. Then what does that mean in your organization?
- Do you expect to foster innovation internally, by engaging employees or actively managing their professional development plans?
- Do you restrict that manager who spends more than 20% of her time and energy on that direct report that has high potential, but lacks procedural knowledge of customer delivery?
- Do you invest in external coaching and consulting for your top 20% producers, as a development tool to increase retention some 14 months on average?
We do not need any insight from the Greek fates to measure the impact of learning and development on the “rope of our careers.”
We do need to foster learning communities in order to increase engagement, retain desired employees, and serve our clients and customers.
If you need help measuring the impact of learning and development for individuals or organizations, then contact us today.
by Doug Gray | Jul 4, 2015 | change, Coaching, Leadership, Managers, talent, talent assessment
The 6 Loops in Talent Management Lifecycle
The Greeks maintained that the “rope of one’s life” was defined by three fates, who spun the thread of life, measured it, and then cut it.
Now imagine that your career can be described using a 10’ long piece of rope. If you dropped the rope at your feet it would look like several messy loops. Most of us choose to believe that we have some impact on the “rope of our careers.”
Now further imagine that you have a work team of 5 people. If they each had a 10’ long piece of rope and dropped those ropes at your feet, then how would you describe that messy image?
Talent management is a cyclical model frequently described with three loops: attraction, development and retention. Business leaders glibly talk about the “hire to retire” or “cradle to grave” sequence, although there is little evidence remaining of that model in the U.S. economy. Instead, the process is shortened to a “hire to fire” process. Some of those key metrics include efficiency, effectiveness and outcomes. A tremendous resource for talent managers who want to demonstrate accountability, like any CFO or business leader, is at www.centerfortalentreporting.org
The ultimate goal of talent management should be to retain desired employees, not all employees. (That would be a spurious, and expensive goal. There are plenty of good reasons to fire employees or not invest in them. And there are plenty of measures of accountability.)
There are actually 6 loops in talent management.
Think of your process as 6 inter-related loops that include: talent acquisition, learning and development, leadership development, performance, total rewards, and succession planning. Here is a definition of each, plus some comments.
- “Talent acquisition” is a strategic approach to identifying, attracting, and onboarding talent to efficiently and effectively meet dynamic business needs. Aspects of talent acquisition typically include sourcing, candidate pools, assessment, employer brand, recruiting, selection, diversity planning, critical role identification, onboarding, and talent mobility.
Sadly, 60% of HR expenses focus on talent acquisition, instead of developing and retaining desired employees. Note that the remaining 5 buckets in the talent management lifecycle focus on developing and retaining desired employees.
My question: Why would your business line leaders, CHRO or CFO focus only on talent acquisition?
You may choose to believe in those three Greek fates who define the “rope of your life.”
Contact us today if you want to improve the “rope of your career” with assessments or talent management consulting.
by Doug Gray | Jun 26, 2015 | Business
What is physician burnout?
Let’s start by defining the problem.
The psychiatric definition of physician burnout is embedded somewhere in this word cloud. We do not mean to scare you, really.
Note that each of these words is a harsh description of a “depressive disorder that can paralyze you” or your colleagues.
One source estimates that at least 60% of the physicians in your practice group are experiencing burnout right now. Look to the left. The look to the right.
Dyrbe & Shanafelt have published several papers in JAMA and the Mayo Clinic proceedings, we recommend “Physician Burnout: a potential threat to healthcare reform (2011) and physician satisfaction and burnout at different career stages (2013)
Another source states that virtually 100% of physicians have experienced burnout at some point in their careers. Look to your past. Then look to your colleagues.
In subsequent slides we will share the statistics on prevalence by gender, specialty, practice group, and stages of your career.
The bottom line: Burnout is high among professionals, and highest among physicians. The costs are tragic.
Many physicians are NOT willing to consult with their insurer or employer. You may require confidential consulting.
If so, please call us at 704.995.6647 today. Or contact us. Or schedule your initial consultation here.
Nothing is more essential than a physician’s ability to provide self-care, and care for others.
by Doug Gray | Jun 26, 2015 | Business
How often have you heard a physician state “I just don’t have the energy to do my job any more.”
According to a national survey in the Archives of Internal Medicine (2012), physicians in the U.S. suffer more burnout than other American workers.
Burnout is typically defined as 1) loss of enthusiasm for work, 2) feelings of cynicism, and 3) a low sense of personal accomplishment. Survey items include “I have become more callous toward people since I took this job” and “I feel burned out from my work.”
The 2014 Medscape Physician Lifestyle Survey reported an overall 7% increase of burnout reported, in just one year, from 39% in 2013 to 46% of all physicians in 2014. That statistically improbable increase may be a result of increased attribution from variables such as reduced contact with patients, increased technological requirements for EMR and coding, decreased morale, decreased financial compensation.
So where do you stand? Burnout rates vary by specialty.
(Source: Peckham, C. Physician burnout: it just keeps getting worse. Medscape. Jan. 26, 2015. Sorry in advance for this low-quality image, and the busiest slide in the deck… )
Every physician wants to know how they compare.
For those of you doing critical care and emergency medicine, you represent the highest level of burnout.
One factor is low autonomy or control over your schedule… perhaps because you are the “front line of care.”
For those of you in dermatology or psychiatry, with the opportunity to schedule office visits and regular patient schedules, please do not think that you are exempt from burnout.
These are averages and self-reported scales, so they are descriptive data. Only.
You are each unique.
To assess your degree of burnout or engagement contact us here. Or call 704.995.667. Or schedule your initial consultation here.
Yes, we can help you increase your engagement level.
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