The holiday season is stressful for healthcare providers. They need a hug. They need some tactics.
Resilience can be taught, developed, and fostered at an individual and organizational level.
In this free webinar you will learn to:
1) identify and assess burnout in yourself or others, 2) understand research trends in mental health, 3) increase your resilience, 4) treat burnout at an individual and organizational level.
You may know that physicians and nurses are at a greater risk of burnout than any other professionals.
Did you know that healthcare professionals experience burnout at a HIGHER LEVEL than any other professionals?
Three managers walked into a bar last Friday during happy hour…
The first manager, Mr. PhD, said, “organizational change requires clear definitions of terms and adoption of a theoretical model for our success.” The second manager, Mr. Charisma, said, “That’s B.S. We just need common sense to get these people moving toward a common goal.” The third manager, Mr. Technical, said, “Until we adopt better IT and process deliverables we cannot achieve our intended outcomes.”
The bartender leaned forward and asked, “So, where do you three managers work?”
The implication is that these three perspectives represent three different organizations or work groups. But these perspectives represent three conflicting voices within one manager’s head. Or your head. Or my head. And we process these conflicting voices in a millisecond.
Whatever you think (your theoretical construct or mental model) determines how you interpret the world (external stimuli or stresses) and make decisions (internal adaptation).
You may turn to the bartender and say, “We all work on the same team at Company ABC.” And the wise bartender will ask, “How’s it going for you?”
There is a gap between those models with venn diagrams of Technology, Process, and People. Technology can be bought and sold, and used by competing organizations. Processes can be adopted or improved, and used by competing organizations. But the social capital from people determines the unique success of your organization. Or your failure.
That is why we provide the necessary theories and systems for managers to make sound decisions. Then we coach and consult people to make smarter decisions based on their expertise and judgment. Necessary and sufficient conditions.
Some coaching questions include:
Do any of these perspectives sound familiar?
What do you need, individually and at your organization?
How are you investing in your top people?
What can you do to retain your desired employees?
We know that 80% of your revenue and value comes from the top 15-20% of your employees. If you do not invest in them today, then you will lose the tomorrow.
So what are you waiting for? Call Doug Gray, PCC, today at 615.905.1892.
Recently I was asked to deliver a webinar on physician burnout. You may know that burnout is higher among physicians than for any other service professionals. The effect on nurses, patients, loved ones and administrators is significant, and preventable.
For complimentary assessment, a confidential session or the 30-page ebook, please contact us today.
For a riveting version of the content please visit here.
The other side of burnout is resilience, our ability to adapt successfully in the presence of risk or adversity.
The goal of coaching is behavioral change toward a desired personal or professional outcome. For instance, Sarah may need to develop her business development skills to grow her new franchise by 50% within the next 6 months. John may need to develop an assertive meeting style with his new manager, in the next 30 days, or risk opportunities for promotion. How do these leaders attain their goals?
Some leaders like to imagine the coaching process in the following 4 phases. My experience, since 1997 with hundreds of coaching engagements, is that coaching engagements rarely fall into the neat categories of these 4 phases. One reason is that learning is a messy process. The process is ongoing, iterative, client-focused, both an “artful craft” requiring practice, and a scientific management consulting process requiring expertise. The action learning process implies that coaches and leaders jointly learn what works, and why it works, so that the leader can do more of that behavior.
That said, the process of organizational development can be described in these 4 phases. (Source: Gallant & Rios, 2014).
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The start-up phase requires candid assessment of what is working, what is not working, and what is needed. The selection of a coach or consultant is crucial. Leaders should not select someone they like as a potential confidante or best friend. Leaders should select the most expert consultant who can help them master a new behavior. For instance, if a leader needs a woman who speaks Spanish to help prepare for relocation to Mexico City, then I am not qualified. The goal of this start-up phase is to define boundaries of the engagement, and to mutually agree on those boundaries in a written contract.
The diagnosis phase includes learning what the leader thinks about their reputation, brand, strengths, and weaknesses. That self-assessment often conflicts with data gathered from others. Techniques include surveys, interviews, assessments, observations, and video. The word “diagnosis” is not accurate, because it implies a gap or deficiency that is static and needs correction. I prefer the words “development” or “focus” or “assessment” because they accurately describe the ongoing quality of coaching engagements that reinforce the strengths of leaders.
The intervention phase is the core of any coaching engagement. The process includes ongoing assessment of the client’s agenda, review of behaviors, feedback, and constructive actions. There is both art and science involved in coaching. The art requires constant attention to the leader’s words and actions, following intuition, and what I call “dancing with curiosity.” The science requires ongoing consideration of recent research in evidence-based behavior or world-class tactics that may be useful to the leader.
The transition phase occurs at the end of every coaching session, in monthly written summaries, after any feedback session or observation, quarterly frequency reviews, and opening and closing meetings with the leader, HR business partner, direct manager, and the coach. Those 4-way meetings insure that behavioral outcomes have been exceeded. As a 4th step in this model, the transition phase reminds all stakeholders that coaching has a beginning and an end. There are some “executive coaches” who boastfully declare that they have provided value to a leader for years. I sincerely hope that they regularly review the behavioral outcomes and business needs so that each phase of that engagement is closed. If not, they may be describing a dependent relationship that has little to do with a leader’s need for behavioral change.
This neat model with 4 phases may be useful for those who like structure. Accountants and engineers and some HR managers may find them useful.
One final thought: if the client needs a more fluid model, then these 4 steps can be twisted into a circle or a spiral.
Call us if you need to assess step 1 above, the start-up phase.
If we cannot help you, then we will refer you to someone who can do so.
Reference:
Gallant, S. & Rios, D. (2014). The organization development (OD) consulting process. In B.R. Jones & M, Brazzel (Eds.), The NTL handbook of organization development and change (2nd ed.) (pp. 153-174). San Francisco, CA: Wiley.
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.
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