THE SUPERVISOR S GUIDE TO BURNOUT

Transcription

1 THE SUPERVISOR S GUIDE TO BURNOUT Presented by: Judith Gissy PCC, LICDC, NCAC II, SAP 2016 Bethesda Healthcare, Inc. All rights reserved. Copying or reproducing this document is strictly prohibited." TriHealth EAP is a part of the Corporate Health division of the TriHealth Healthcare System. We provide: Assessment Referral Counseling Crisis Intervention Work/life services Management Consultation Workplace Training 2 WORKPLACE BURNOUT To become completed depleted of physical, emotional, mental, and spiritual energy Is caused by long-term involvement with emotionally demanding situations Is a combination of emotional exhaustion and a loss of personal accomplishment 3 1

2 Burnout is a process rather than a fixed condition. It starts gradually, becoming more intense and debilitating over time. It often affects the best and the brightest employees. Stress can play a role, but burnout is very different from feeling stressed Supervisors themselves can be very vulnerable to the effects of workplace burnout 4 SIGNS OF BURNOUT Feeling constantly empty, hopeless, helpless, cynical, unnoticed and unrewarded. Losing the enthusiasm for the job, activities that were fun now feel like drudgery. Feeling so drained and depleted that the simplest problems are confounding Feeling negative about work and life in general Becoming easily angry & upset 5 THE CAUSES OF BURNOUT Overly demanding work expectations An emotionally demanding job Lack of recognition for good work A low feeling of accomplishment Little or no control over the job Inadequate job resources Feels unsupported by the Company Low levels of social support Strong rules regulating the expression of emotions Confusion regarding their job role A job with risk and safety factors 6 2

3 FOR SUPERVISORS Taking care of both the employee s needs and the company s needs Inability to share what you re experiencing with employees Less opportunities for open sharing with peers Dealing with downsizing & restructuring, being asked to do more with less 7 CARETAKING The Supervisor over-gives so much to the job and to the client that he/she neglects their own needs. The boundaries between the Supervisor and the employee get blurred. The Helper experiences the same level of intensity over the problem as the employee The Supervisor takes on more responsibility for fixing the problem than the employee. 8 HOW CAN EMPLOYEES & SUPERVISORS PREVENT BURNOUT? 9 3

4 AWARENESS Becoming alert to the signs of burnout, and intervene when we recognize them Becoming aware of our own personal issues Getting information on wellness through trainings, readings, and professional organizations 10 STRESS MANAGEMENT Create a calming and comfortable workspace Take all your breaks and lunchtimes, and go somewhere else for them. Learn to delegate, at work and at home. Try to leave work on time, no matter what occurs. Use humor to relieve tension and to reinforce that life isn t serious all the time. 11 MONITORING BOUNDARIES Boundaries define the work relationship. Healthy boundaries empower the customer, while also minimizing the impact of the client. Basic boundaries are set by the employee s codes of ethics, and are utilized daily. However, all employees struggle with case specific boundary issues occasionally. 12 4

5 THE SUPERVISOR: Schedules their employee s needs around their own emotional well-being. Exhibits healthy emotional detachment, leaving the employee to own the problem. Places the responsibility for success and failure directly into the employee s hands. Allows the employee to experience the consequences of their own actions. 13 USING A SUPPORT SYSTEM A cultivated network of family, friendships, colleagues, acquaintances, and social activities It imparts the secure feeling that we belong to a community of people who value us. It helps us cope with the problems of daily life. Our supports act as listeners, mentors, debriefers, commisserators, cheerleaders, sounding boards, and advice-givers. The greater the daily challenges, the more important a support system becomes, to help us restore our stability. 14 VENTILATING FEELINGS Accepting that it s normal to feel the way you feel, and practice the habit of releasing it on a regular basis Applies to day-to-day issues as well as major crises Ventilating can mean debriefing with friends, can journaling, music, or art. Counseling can also provide a helpful outlet. 15 5

6 SELF-CARE There are needs only we can fill in ourselves, such as selfesteem, serenity, and selfsatisfaction. Find ways to place yourself at the top of your to do list Work on self-growth and selfactualization; discover what you enjoy beyond your job, household and family responsibilities. Nurture your spirituality, generating the core feelings of serenity and self-balance 16 INTERVENING ON BURNOUT: WHAT IS TO GIVE LIGHT MUST ENDURE BURNING. ----Viktor Frankl 17 HOW SUPERVISORS CAN HELP EMPLOYEES Approach the employee don t just ignore it Encourage time out, and the use of the EAP Keep lines of communication open Be open to changing the employees job position and job responsibilities, if necessary Be aware that serious burnout needs intensive and comprehensive long-term intervention 18 6

7 Give frequent positive feedback and recognition Give employees an outlet to debrief difficult situations/customers Empower employees to set healthy boundaries to protect themselves emotionally Encourage pride and ownership in the job Increase employee participation in decision making 19 THE MORE RESILIENT WE BECOME, THE MORE AFFECTIVE WE ARE IN HELPING OURSELVES HELP OTHERS 20 7