New Rules of Engagement for Social Work Leaders

Transcription

1 New Rules of Engagement for Social Work Leaders Donna Gallup Assistant Professor Azusa Pacific University Founder/CEO DG Consulting June 2018

2 Presenter Goal

3 Training Objectives 1. Challenge social work leaders beliefs on organizational employee engagement 2. Review macro social work practice as it relates to organizational engagement 3. Apply engagement strategies to leadership relationship building and management

4 Training Objectives Challenge social work leaders beliefs on organizational employee engagement What is the problem? Who is responsible for addressing it? How can we address the problem as social work leaders?

5 American Psychological Association 62% were worried about money 61% were worried about work ,440 Adults in the United State Slight increase in stress levels reported by women 56% reported they could have benefited from more support over the last year

6 Mental Health of America Wellness Report ,000 U.S. workers in 19 industries 71% were either actively looking for new job opportunities 45% rarely or never made amount of money they deserve 63% reported the stress of their job had a significant impact on their mental and behavioral health. 66% sometimes, rarely or never feel like they can trust their colleagues to support them at the office. 64% reported that if things got tough, their supervisor would sometimes, rarely or never support them.

7 Consider What do we do as leaders to incentivize our employees to perform at their peak and to be engaged at our organizations?

8

9

10 Incentives and rewards

11 Learning Lessons Born with an innate creativity and curiosity Unlearn these natural responses as we go through lifespan Innovation happens best with collaboration and skills What doesn t matter? Financial incentive alone Fail forward fast and don t be afraid to make mistakes

12 Organizational Engagement What s the difference between Engagement and Satisfaction?

13

14

15 Are you satisfied or engaged? What Employee Engagement Looks Like

16

17 Leadership is not about being in charge. Leadership is about taking care of those in charge.

18 Organizational Culture and Leadership Why do I care? According to the Mayo Clinic, the person you report to at work is more important for your health than your family doctor. BOB CHAPMAN, CEO of Barry-Wehmiller and author of Everybody Matters

19

20 Workplace Engagement in the US JM

21

22 Let s talk about leadership

23 What is the role of the leader? Autonomy: Create an workplace that cares about the health and wellness of the person- not just the employee or the intern Mastery: Ensure everyone in the organization can grow and be challenged Purpose: Help everyone to be a part of the mission and allow creativity and autonomy to drive passion and motivation

24 Network for Social Work Management Human Services Management Competencies

25 How does this apply to Social Work Managers? Domain: Executive leadership 2.POSSESSES INTERPERSONAL SKILLS THAT SUPPORT THE VIABILITY AND POSITIVE FUNCTIONING OF THE ORGANIZATION 2.1 Establishes and maintains an organizational culture that recognizes and rewards professionalism, quality customer service, employee engagement and empowerment, and programs and services that further social justice. 2.2 Inspires the workforce to move beyond cynicism and complacency, and perform and produce in a superior manner. NSWM Human Services Management Competencies

26

27 Research: Put Your Phone Down Boss phubbing (Phone snubbing): when a boss uses a cell phone in the presence of subordinated Study found: Boss phubbing undermines supervisory trust. Lack of supervisory trust lowers employee engagement. Boss phubbing has a negative indirect effect on employee engagement. Kahn's psychological conditions that mediate the trust undermined meaningfulness and availability. Roberts & David, 2017

28 How does this apply to Social Work Managers? Domain: Resource Management 12. EFFECTIVELY MANAGES HUMAN RESOURCES 12.1 Designs and manages the workplace to ensure a positive and supportive culture and climate for staff and clients Designs and manages employee relations policies and practices that are fair, adhere to law, and are implemented in a consistent manner NSWM Human Services Management Competencies

29 Leaders need to go one step further

30 Strategies to Enhance Employee Engagement Studies have shown that the use of voice is preferred over written communications Written communications lack paralinguistic cues that provide critical information to the listener Overall, individuals are more likeable, intelligent, and positively received through verbal communication Scroeder & Epley, 2015

31

32 Final Thought: Smart Engagement 1 in 5 engaged employees are at risk of burnout according to a recent Yale study Leaders need to provide resources to match the demand Engaged employees need the opportunity to recover from high demand work experiences and disengage when off work Stretch goals can be demotivating; Establish realistic goals: Employees need to feel successful and good about their work Use social work skills: empathy and compassion Seppala & Moeller, 2018

33 Recognizing Common Cross-Over Skills According to Austin, Comb & Barr (2005): While [we] note the differences between micro and macro practice, more attention is needed in explicating the commonalities across both domains of social work practice. These are referred to as common skills utilized by both micro and macro practitioners. (1) Relationship building - engagement, trust-building, collaboration (2) Assessment - interaction between person and environment (3) Promoting helping processes and engaging in change strategies - contracting and monitoring the change process (4) Effective use of self in fostering empowerment (5) Use of empathy and cultural sensitivity

34

35 Donna Gallup Assistant Professor Azusa Pacific University DG Consulting Founder/CEO

36

37 References American Psychological Association. (2017). Stress in America: The State of Our Nation. Stress in America Survey. Retrieved from Buckingham, M. & Coffman, C. (1999). First break all the rules. New York: Simon and Schuster. Carlson, D., Thompson, M., Crawford, W., Boswell, W., & Whitten, D. (2017). Your Job Is Messing With Mine! The Impact of Mobile Device Use for Work During Family Time on the Spouse's Work Life. Journal of Occupational Health Psychology, Advance Online Publication. Coohey, C., Dickinson, R., & French, L. (2017). Student self-report of core field instructor behaviors that facilitate their learning. Field Scholar, 7(1), Covey, S. R. (2006). The Speed of Trust: The One Thing That Changes Everything. New York: Simon and Schuster. Deal, K.H., Hopkins, K.M., Fisher, L. and Hartin, A. (2007). Field practicum experiences of macro-oriented graduate students: Are we doing them justice? Administration In Social Work, 31(4). Gallup, Inc. (2013). State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders.

38 References Mental Health of America. (2017). Mind the Workplace - MHA Workplace Health Survey 2017 FINAL. Retrieved from %20MHA%20Workplace%20Health%20Survey%202017%20FINAL.pdf Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York, N.Y.: Riverhead. Roberts, J. & David, M. (2017). Put down your phone and listen to me: How boss phubbing undermines the psychological conditions necessary for employee engagement. Computers in Human Behavior, 75, Schroeder J, Epley N. (2015). The Sound of Intellect Speech Reveals a Thoughtful Mind, Increasing a Job Candidate s Appeal. Psychological Science, 26(6), Seppala, E., & Moeller, J. (2018). 1 in 5 Highly Engaged Employees Is at Risk of Burnout. Harvard Business Review, 96(1). Zak, P.J. (2017). The Neuroscience of Trust. Harvard Business Review, 95(1),