Engagement- Resilience & Avoiding Burnout. Michael P. Leiter, PhD Center for Organizational Research & Development Acadia University

Transcription

1 Engagement- Resilience & Avoiding Burnout Michael P. Leiter, PhD Center for Organizational Research & Development Acadia University

2 What is Engagement? Energetic Dedicated Encouraged Energetic Sustainable Pace of Work & Life Re-energizing Cycles Dedicated Involved, Committed Emotional Connection with Work Encouraged Sense of Efficacy Recognition from Others

3 What Tells You that You re with Engaged People at Work? What Behaviors Signal:

4 Creating a More Engaging Workplace Change Conundrum Problems Arise Effortlessly Solutions Demand Sustained Resources Situation Resources are Tight Demand is Growing Design Principle Make Doing the Right Thing Easy Make Doing the Right Thing Enjoyable Make Doing the Right Thing The Thing to Do

5 Core Design Principles Build from Employees Experience Ask What Works Already Value Clarity and Simplicity Innovate as a System Not One-Off Projects Leadership, Measurement, Evaluation, Refinement Promote an Engagement Culture Live Core Values Communicate Relentlessly It Will Take Longer Than You Thought Multi-Year Initiatives Anticipate Set-Backs

6 Core Motives at Work Initiative Engagement Mastery Energetic Dedicated Encouraged Belonging Principle 1: Build from Employees Experience

7 Distribution of Profiles: Canadian Health Care Providers Engaged: Largest Sector Ineffective: Second Largest Not Distressed Feel Unappreciated Overextended: Third Largest Overextend Involved, Effective ed Chronic Exhaustion 11% Disengaged: Least Frequent Burnout Energetic, Confident Cynically Detached Exhausted, Cynical, Discouraged Burnout Disengaged 8% 7% Ineffective 30% Engaged 44%

8 100% High Initiative High Mastery High Civility 90% 80% Percent of Profile 70% 60% 50% 40% 30% 20% 10% 0% Burnout Disengaged Overextended Ineffective Engaged

9 100% High Initiative High Mastery High Civility 90% 80% Percent of Profile 70% 60% 50% 40% 30% 20% 10% 0% Burnout Disengaged Overextended Ineffective Engaged

10 High Initiative High Mastery High Civility 100% 90% 80% Percent of Profile 70% 60% 50% 40% 30% 20% 10% 0% Burnout Disengaged Overextended Ineffective Engaged

11 High Initiative High Mastery High Civility 100% 90% 80% Percent of Profile 70% 60% 50% 40% 30% 20% 10% 0% Burnout Disengaged Overextended Ineffective Engaged

12 Summary Core Principle 1: Employee Experience Engagement Qualitative Improvement on Ineffective Actively Positive About Core Motives Ineffective Non Distressed Suboptimal on All 3 Motives Other Profiles Varieties of Distress Serious Lack of Mastery or Civility Burnout is More than Being Tired

13 Which Motive Present the Greatest Opportunity for Improvement? Highly Relevant Potential for Improvement

14 Integrated System

15 Principle 2: Innovate as a System Talk Action You Cannot Do Everything Action Needs Focus Surveys Identify Deficits Surveys Identify What People Care About Evidence Based Approaches Are Better but Evidence is Scarce Evidence Reduces the Risk of Empty Action Tracking Your Action Creates Evidence Not All Evidence is Equal

16 Principle 2: Systematic CREW & CARAWay CREW Intensive Civility Intervention Weekly Facilitated Sessions(six months) Wide Ranging Group Process Reflection Research Support: Contrast with Control CARAWay Monthly Facilitated Sessions Focused Entirely on Civility Online Support Tools for Individual Between Session Initiative

17 Impact of CREW: Civility, Respect, Engagement at Work Five Hospitals in Ontario and Nova Scotia Wave 1: Eight CREW Groups (N=252) Wave 2: Seven CREW Groups (N=226) Control: 26 Units No CREW (N=874) Hypothesis: Improvement for CREW Steady for Control And it stays that way Leiter, M. P., Laschinger, H. K. S., Day, A., & Gilin-Oore, D. (2011). The impact of civility interventions on employee social behavior, distress, and attitudes. Journal of Applied Psychology, 96, Leiter, M. P., Day, A., Laschinger, H. K. S., & Gilin-Oore, D. (2012). Getting better and staying better: Assessing civility, incivility, distress, and job attitudes one year after a civility intervention. Journal of Occupational Health Psychology, 17,

18 The image part with relationship ID rid2 was not found in the file. Impact on Civility

19 Impact on Civility

20 Impact on Burnout & Illness

21 Impact on Burnout & Illness

22 Principle 3: Develop a Social Culture Social Encounters Group Culture Civility v Incivility Intensity Intention Creative Collaborative Competitive Destructive

23 Big Idea: Small Stuff Matters Belonging The Engaging Power of Small Acts of Kindness The Disengaging Power of Small Acts of Unkindness Initiative A Little Latitude Goes a Long Way Micromanagement Stifles Engagement Mastery The Power of Expressing Appreciation Feeling Ignored is Disempowering

24 4 As of Civility Acknowledgement: Saying or doing something that recognizes another person s presence. It could be as simple as smiling or wishing a good morning. Appreciation: Expressing thanks for another person s contribution or expressing admiration for the quality of that contribution. Acceptance: Explicitly or implicitly welcoming a person into your conversation, group, or project. Accommodation: Modifying your activities or space in ways that helps another person participate or to work more comfortably or effectively.

25 Engagement Starts with Me Civility Set a Goal Recruit a Resource Acknowledge Accept Accommodate Appreciate Set a Goal: Identify One Civility Behaviour to Increase Recruit a Resource Who Can Help You Reach Your Goal?

26 The image part with relationship ID rid2 was not found in the file. Reflection Your own plan for increasing civility What Behaviour to Target? To Whom to Address the Behaviour? Who can Help you How? Increasing Civility on a Work Unit What Behaviour to Target? To Whom to Address the Behaviour? Who can Help you How? What are the High Priority Units? Urgency Potential for Change

27 Principle 3: Integral Workplace Culture Core Values Respect Civility Leadership Modelling Communicating Integral Specific Activities: Put Civility on the Agenda Team Civility as a Manager Performance Indicator

28 Broader Context of Building Engagement Core Motive Individual Leader Initiative Start Something New Target Small Gains Focus on Service Quality Follow Your Values Build a Culture of Psychological Safety Expressing Views Taking Initiative Supporting Mastery Job Crafting Emphasize What Matters Minimize the Drudgery Integrate Action Culture of Appreciation Express Gratitude Recognition Top Priority Encourage Others to Appreciate Belonging Personal or Small Group Goals Increasing Day-to-Day Civility and Respect Putting Workplace Civility on the Agenda Emphasizing Managers Responsibility for Civility

29 Initiative Job Crafting Maximizing Positive Aspects of the Job Minimizing Negative Aspects of the Job Accepting the Trade-offs Cooperative Job Crafting Team Reflection on Tasks Minimize & Share the Burden Maximize & Share the Joy

30 Mastery Culture of Appreciation Recognizing Accomplishments Appreciating Contributions Assessing the Need Ineffective Profile Not Everyone is a Self-Starter Scheduled but Genuine Tracking Acts of Appreciation Setting and Pursuing Targets

31 Core Principle 4: It Takes Time Ongoing Support Funding Core Management Job CREW, CARAWay: 6 Months Meaningful Measures Surveys Observations, Tracking Reflection Solid Data Analysis Ongoing Refinement

32 Conclusion Engagement Matters to Productivity & Wellbeing Change Conundrum: Improvement is Challenging Relevant Motives Elegant Design Listen Build a System Strengthen the Culture Assess, Evaluate, Persist Leadership Matters Sustained Commitment Setting the Tone

33 Going Forward Regular Surveys Focusing on: Engagement v Burnout Core Motives Initiative Mastery Belonging Taking Action Empowering Workgroups Empowering Individuals Transformational Leadership leiter.cord@gmail.com