Department of Surgery, Leadership Development Seminar 10-07

8/14/2019 Department of Surgery, Leadership Development Seminar 10-07

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Goals for Today

Gain an understanding of work/life issues from andindividual and systems perspective

Provide an overview of leadership and managementskills required for todays workforce

Traditional supervisor/Integrated supervisor Old Workplace/New Workplace

Leadership skills for flexibility and support

Increase knowledge of resources that can be helpful Imagine the Consequences

Signs and Symptoms/Dos and Donts of Effective Intervention

Nine Key Steps in Early Effective Intervention


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What Has Changed?

Technology and globalization

Employment, wages and benefits

Aging boomers

Diverse workforces Childbearing and fertility rates

Marriage and divorce

Changes in family structures Womens labor force participation

Speeded up lives and overwork


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Work-Life Issues: The Evidence

Mothers have reducedtheir time by approximatelythe same amount. So the combined time that spouses in dual-earner couples

with children spend on household chores has not changedover 25 years-what has changed is how family work isdivided (NSCW, 2003).

Employees with families report significantly higherlevels of interference between their jobs and theirfamily lives than employees 25 years ago (45% vs.34% report this "some" or "a lot"). And men with families report higher levels of interference

between their jobs and their family lives than women in thesame situation. (NSCW, 2003)


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Work-Life Issues: The Evidence

One out of three workers is experiencing one or moresymptoms of clinical depression, and coincidentally, it isthe same number of people who are feeling over-loaded(NSCW, 2003)

Employees reporting significantly better mental healthhave the most work-life supports in place and theyexperience: More control over schedule More access to flexible work arrangements More supportive managers and supervisors

More supportive organizational culture 77% of those who experience their culture as being

supportive say it is highly likely they will still be workingat the company next year, compared to 41% who dont


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Working Conditions: The Evidence

Flexible and supportive supervisors are critical torecruitment and retention

Greater work/life supports (flexibility, respect, supervisorsupport, supportive work culture) are more strongly

associated with positive work outcomes than fringebenefits Job satisfaction

Commitment

Loyalty

Willing to work harder than required to help employersucceed

Retention

More likely to stay with employer for at least the next year


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Multiple Roles Across the Life Span

Imagine your life as a wheel Divide your wheel into pieces so that it represents a picture of your life right

now

Make a list of the roles that make up your life now

Where do the roles conflict? What about your wheel of life in your 20s, 30s, 40s, 50s, 60s, 70s, etc?

Think about the wheels of your colleagues/subordinates/staff How do these roles affect the way we work?

How do these different roles affect the way we relate to each other?

How do our wheels affect the achievement of our work goals as well as our

personal goals?


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Supervisors: Old Models/New

ModelsTraditional Supervisor Authoritarian Very much in charge. Command and control

type of manager Tries hard to keep

everything under control Expects employees to

leave their home-life

issues outside the officedoor

Integrated Supervisor Facilitator and coach Flexible and supportive Relational practice

Employees are humanbeings with full livesoutside of work andimportant personalresponsibilities to handle


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Working Conditions: Old

Workplace/New WorkplaceOld Workplace Jobs come with two choices

Full-time (long hours andbenefits)

Part-time, limited, casual

(short hours, low pay, nobenefits) Acting individually places

careers at risk Patterns of limited coverage Health care and pension

systems are in trouble Two choices of work/life

benefits Support the ideal worker Provide flexibility

New Workplace

Focus on work redesign

Quality part-time jobs connected tocareer tracks

Sequence in and out work

Focus on the physical plant

Ergonomics

Physics Design better buildings

Diversity in leadership

Flexible hours

Redesign benefits

Access to paid-time off

Generous maternity leave policies

Health care Pensions

Work/life benefits

Employee voice

Work/life councils


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Leadership Skills for Flexibility

Old Skills from the Industrial Revolution

New Skills

Complex environment

Knowledge and service workers

Education is a necessity

Work involves hearts and minds

New skills include: Coach, empower, enable, collaborate, support teamwork, trust, manage results, manage change, manage

partnerships, behave as an adult towards adult staff


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Reinventing Work

A systems approach One persons problem may be experienced by many people

The problem affects not only the individual, but theorganization, the family, the community, the school, etc.

The case of Ken Ask yourself: How can organizations move

beyond policies and programs and address work-life integrations in a more systemic manner that is

of benefit to both the business and its employees?

What is the new strategy to take us into the future?


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A Systems Model: The Tools

Identify and assess assumptions

Evaluate habitual work processes

Paradigm shifts Managing up

Create new stakeholders

The goal is to address both individual andbusiness needs.


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Identify and Assess Assumptions

Assumptions about work and the ideal

worker influence our ability to link work

and personal lives and achieve

organizational goals

Assumptions about work may be counter-

productive to the achievement of

departmental and institutional goals


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Assumptions Exercise

Bob Jones and Joe Smith are both vicepresidents at the same organization. Bob takes a week vacation. He takes his fax

machine, cell phone, and laptop computer with him.

He calls the office daily and reads and responds to hise-mail. Joe takes a two week vacation. He takes his fishing

pole with him. He leaves an emergency number withhis assistant who never calls him.

What are the traditional assumptions implied inthis story? Which vice president is more valued by the

company?


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Examining Work Processes

Examining habitual work processes in a team

Customizing jobs

Effective communication processes

Duplication of work

Flexible work schedules

Cyclical work schedules

Assumptions about work processes

Breaking down silos


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Create New Stakeholders

Include the family as a stakeholder

Families prepare us for work

Families affect our ability to work each day

Family events can rejuvenate us

Family experiences can help us feel motivated

and energized

Multiple roles as human beings


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Paradigm Shifts

Paradigms provide rules, frameworks and

models for doing our work

People deeply believed these ways were the

best

Leaders or pioneers help paradigms shift

Ask yourself: What do I believe is impossible

but if it could be done would fundamentallyimprove our work?


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Imagine the Consequences

Phil has been promoted to associateprofessor. His new rank requires him toproduce more publishable material and

teach more classes. The combination ofthe added demands of the job, his clinicalload and the pressures in his personal lifehave resulted in several emotional

outbursts directed at colleagues andstudents. Lately, Phil has begun to misshis classes.


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Imagine the Consequences.

Jane is a nurse who has worked withGeorge for a long time. She has startedarriving later and later for work, and when

questioned she talks about how stressfulher job is. Today, she is over an hour latereturning from lunch. Her coworkers havebeen covering for her absences. George

just heard through the office grapevinethat Jane is taking care of her frail, elderlymother.


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Resources That Can Help

FASAP and WORKlife Programs Michelle Carlstrom, Director

Organizational Development Jeff Baronian, 410-550-1777

Career Management Program Audrey Trappe, Director

Faculty Development Lisa Heiser, Assistant Dean

Professional Assistance Committee (PAC) Chester Schmidt/Steve Achuff or any member of the

PAC


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For More About Flexibility and

Supportiveness at Work

Go to:

www.hopkinsworklife.org

Click on:

E-Training

Two on-line workshops for

Employees Supervisors/Managers
http://www.hopkinsworklife.org/http://www.hopkinsworklife.org/


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References

Miller, B. (2000). Reinventing work: Innovativestrategies relinking life and livelihood to benefitbusiness and staff. Chicago, IL: ArtemisManagement Consultants.

Rapoport, R., Bailyn, L., Fletcher, J.K., and Pruitt,B.H. (2002). Beyond work-family balance. SanFrancisco, CA: Jossey-Bass.

National Study of the Changing Workforce,Families and Work Institute, No. 3, 2002.

National Study of the Changing Workforce,Families and Work Institute, No. 2, 1997.

Documents

Department of Surgery, Leadership Development Seminar 10-07