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Preventing Staff Burnout: Strategies for Happier Staff and Healthier Patients

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There is a fine line between stress and passion in the workplace. Both require extreme dedication, time and commitment, however, one is not pleasant, while the other, completes the reason for your existence. The term ‘burnout’ in the workplace suggests that people are tired of working to the point that they no longer want to continue at their current pace. We often consider burnout as a ‘bad thing’ in the workplace and overall that is correct, however, this can emanate from both a stressful position as well as a passionate position. According to of a comprehensive study conducted within the nursing ranks, there are three types of stress; eustress, distress and severe distress (i.e. burnout). Eustress is the kind of stress that generates either fear or excitement, often see to be ‘good stress.’ Distress is what we all think of when we speak of stress, the bad kind. Distress generates depression, sadness, and pessimism to name of few. Lastly, severe distress is extreme stress. This is the type of stress that causes emotional exhaustion to the point of coronary heart disease. Stress is no laughing matter and a very real issue in clinical operations. Arguably, organizations must address these issues intentionally and for multiple reasons. In this session, Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss the challenges of dealing with both stress and passion in the workplace, both leading to staff burnout. He will go over the causes of stress in the clinical workplace as well as some struggles to help alleviate some of the issues.

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Thomas Tonkin, Ph.D. Preventing Staff Burnout: Strategies for Happier Staff and Healthier Patients

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Thank You to All of Our Attendees!

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Dr. Tom Tonkin Principal, Change Management and Transformation Thought Leadership & Advisory Services Dr. Tonkin is an executive in Professional Services and Software Sales arena and has over 25 years of business and technology experience. Prior to joining CSOD, Dr. Tonkin was the CEO and Co-Founder of the Sales Conservatory where he specialized in helping sales leaders that have revenue generation responsibility between $5M and $1B and are looking for a trusted advisor to guide them to materially increase revenue . He spent 19 years of his career at Oracle Corporation as the Senior Director of the Sales Performance Group in Oracle’s Global Sales Academy. Dr. Tonkin is also a speaker at leadership and business conferences where he also presents throughout the year.

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Guess What? Yes, another story

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Preventing Staff Burnout: Strategies for Happier Staff and Healthier Patients

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Stress – Definition1 Stress - /stres/ noun a state of mental or emotional strain or tension resulting from adverse or very demanding circumstances. "he's obviously under a lot of stress” synonyms: strain, pressure, (nervous) tension, worry, anxiety, trouble, difficulty; informal hassle"he's under a lot of stress" 6

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Is it fair to say that the Healthcare industry is under a lot of stress? 7

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“Workplace stress in nursing: a literature review” • A comprehensive study by Andrew McVicar BSc PhD • Spans all stress related research in nursing from 1985 – 2003.

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Lets be real - What is burnout? – Really. • Stress - Defined from a ‘demand perception’ point of view1 • Perception of demands placed on them • Perception of their ability to meet those demands • It is the mismatch that induces stress 9 Financial Stress Emotional Stress Physical Stress

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Three types of stress • eu·stress - /yo͞oˈstres/ (noun)2 • moderate or normal psychological stress interpreted as being beneficial for the experiencer • dis·tress - /dəˈstres/(noun)3 • extreme anxiety, sorrow, or pain. "to his distress he saw that she was trembling” synonyms: anguish, suffering, pain, agony, torment, heartache, heartbreak. • Severe distress (Burnout) 10

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What does it look like?1 Eustress Distress Severe Distress (i.e. Burnout) Psychological • Fear • Excitement • Unease • Sadness • Depression • Emotional Exhaustion • Disengagement • Decreased Personal Accomplishment Physiological • Increased Blood Pressure • Increased heart rate • Increased metabolic rate • Persistent elevated blood pressure • Indigestion • Weight gain or Loss • Clinical Hypertension • Coronary Heart disease • Gastric disorders 11

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Stress Causes • Workload/inadequate/staff cover/time pressure • Relationship with other clinical staff • Leadership and management style/poor locus of control/poor group cohesion/lack of adequate supervisory support • Coping with emotional needs of patients and their families/ poor patient diagnosis/death and dying • Shift working • Lack of reward 12

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Current Issues • There is disagreement as to the magnitude of their impact. • These vary from institution to institution • Interventions are targeted at some of these sources, however, their effectiveness is likely to be limited, at least in the short to medium term. • These are lagging indicators, not leading indicators, treat them as such • Individuals must be supported better, but this is hindered by lack of understanding of how sources of stress vary between different practice areas, lack of predictive power of assessment tools, and a lack of understanding of how personal and workplace factors interact. • Number one solution is prevetnion 13

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Okay, what should WE do? • Cross-training… Critical path staff... Workload/inadequate/staff cover/time pressure • Celebrate events, even during shiftsRelationship with other clinical staff • New performance management trend discussion • CEO walks around the floor (night shift) • #AskMary example … => follow-up is key Leadership and management style/poor locus of control/poor group cohesion/lack of adequate supervisory support • Dressed up staff, taking pictures etc… • Pet therapy as an example Coping with emotional needs of patients and their families/ poor patient diagnosis/death and dying • The financial rewards hurts performance…Shift working • Does not need to be money…Lack of reward 14

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Summary • Healthcare Staff is under continuous distress which is the definition of severe distress or burnout. • Stress can be good or bad (or REALLY bad). Its is a very real phenomenon. • To prevent stress, we must understand the entire continuum (eustress, distress, severe distress). • There are six identified causes for stress in healthcare institutions. 15

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Thank You All for Attending and Listening

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References 17

More Related Content

Preventing Staff Burnout: Strategies for Happier Staff and Healthier Patients

  • 1. Thomas Tonkin, Ph.D. Preventing Staff Burnout: Strategies for Happier Staff and Healthier Patients
  • 2. Thank You to All of Our Attendees!
  • 3. Dr. Tom Tonkin Principal, Change Management and Transformation Thought Leadership & Advisory Services Dr. Tonkin is an executive in Professional Services and Software Sales arena and has over 25 years of business and technology experience. Prior to joining CSOD, Dr. Tonkin was the CEO and Co-Founder of the Sales Conservatory where he specialized in helping sales leaders that have revenue generation responsibility between $5M and $1B and are looking for a trusted advisor to guide them to materially increase revenue . He spent 19 years of his career at Oracle Corporation as the Senior Director of the Sales Performance Group in Oracle’s Global Sales Academy. Dr. Tonkin is also a speaker at leadership and business conferences where he also presents throughout the year.
  • 6. Stress – Definition1 Stress - /stres/ noun a state of mental or emotional strain or tension resulting from adverse or very demanding circumstances. "he's obviously under a lot of stress” synonyms: strain, pressure, (nervous) tension, worry, anxiety, trouble, difficulty; informal hassle"he's under a lot of stress" 6
  • 7. Is it fair to say that the Healthcare industry is under a lot of stress? 7
  • 8. “Workplace stress in nursing: a literature review” • A comprehensive study by Andrew McVicar BSc PhD • Spans all stress related research in nursing from 1985 – 2003.
  • 9. Lets be real - What is burnout? – Really. • Stress - Defined from a ‘demand perception’ point of view1 • Perception of demands placed on them • Perception of their ability to meet those demands • It is the mismatch that induces stress 9 Financial Stress Emotional Stress Physical Stress
  • 10. Three types of stress • eu·stress - /yo͞oˈstres/ (noun)2 • moderate or normal psychological stress interpreted as being beneficial for the experiencer • dis·tress - /dəˈstres/(noun)3 • extreme anxiety, sorrow, or pain. "to his distress he saw that she was trembling” synonyms: anguish, suffering, pain, agony, torment, heartache, heartbreak. • Severe distress (Burnout) 10
  • 11. What does it look like?1 Eustress Distress Severe Distress (i.e. Burnout) Psychological • Fear • Excitement • Unease • Sadness • Depression • Emotional Exhaustion • Disengagement • Decreased Personal Accomplishment Physiological • Increased Blood Pressure • Increased heart rate • Increased metabolic rate • Persistent elevated blood pressure • Indigestion • Weight gain or Loss • Clinical Hypertension • Coronary Heart disease • Gastric disorders 11
  • 12. Stress Causes • Workload/inadequate/staff cover/time pressure • Relationship with other clinical staff • Leadership and management style/poor locus of control/poor group cohesion/lack of adequate supervisory support • Coping with emotional needs of patients and their families/ poor patient diagnosis/death and dying • Shift working • Lack of reward 12
  • 13. Current Issues • There is disagreement as to the magnitude of their impact. • These vary from institution to institution • Interventions are targeted at some of these sources, however, their effectiveness is likely to be limited, at least in the short to medium term. • These are lagging indicators, not leading indicators, treat them as such • Individuals must be supported better, but this is hindered by lack of understanding of how sources of stress vary between different practice areas, lack of predictive power of assessment tools, and a lack of understanding of how personal and workplace factors interact. • Number one solution is prevetnion 13
  • 14. Okay, what should WE do? • Cross-training… Critical path staff... Workload/inadequate/staff cover/time pressure • Celebrate events, even during shiftsRelationship with other clinical staff • New performance management trend discussion • CEO walks around the floor (night shift) • #AskMary example … => follow-up is key Leadership and management style/poor locus of control/poor group cohesion/lack of adequate supervisory support • Dressed up staff, taking pictures etc… • Pet therapy as an example Coping with emotional needs of patients and their families/ poor patient diagnosis/death and dying • The financial rewards hurts performance…Shift working • Does not need to be money…Lack of reward 14
  • 15. Summary • Healthcare Staff is under continuous distress which is the definition of severe distress or burnout. • Stress can be good or bad (or REALLY bad). Its is a very real phenomenon. • To prevent stress, we must understand the entire continuum (eustress, distress, severe distress). • There are six identified causes for stress in healthcare institutions. 15
  • 16. Thank You All for Attending and Listening