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© 2010 Jones and Bartlett Publishers, LL C Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell

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Page 1: Mc connell pp_ch38

© 2010 Jones and Bartlett Publishers, LLC

Umiker's Management Skills for the New Health

Care Supervisor, Fifth Edition

Charles McConnell

Page 2: Mc connell pp_ch38

© 2010 Jones and Bartlett Publishers, LLC

Chapter 38

Coping with Stress Coping with Stress

and Burnoutand Burnout

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© 2010 Jones and Bartlett Publishers, LLC

External Causes of Stress

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© 2010 Jones and Bartlett Publishers, LLC

Internal Factors Aggravating Stress

Lack of confidence or self-esteem.

Health problems.

Irrational thinking. False perceptions

of powerlessness and flawed

assumptions.

Clash of actions with values

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© 2010 Jones and Bartlett Publishers, LLC

Internal Factors Aggravating Stress

Emotions

Fears: We are beset with all kinds of

fear.

Guilt: characterized by feelings of

inadequacy and inferiority.

Anger: The stress produced by daily

contact with difficult people is often

associated with anger

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© 2010 Jones and Bartlett Publishers, LLC

The Supervisor as a Cause

One of the most common reasons

for employees voluntarily leaving

their jobs, sometimes but not

always cited during exit interviews,

is the style of the employee’s

immediate supervisor.

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© 2010 Jones and Bartlett Publishers, LLC

The Supervisor as a Cause

The occasional supervisor—

thankfully there are not a great

many of these—will treat employees

as tools to be used until they wear

out or break, after which they are

replaced.

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© 2010 Jones and Bartlett Publishers, LLC

Supervisor’s Responsibilities

Reducing the stress they may personally

cause;

Protecting employees from stress induced

by other people;

Empowering their employees and raising

their self-esteem; and

Recognizing the signs and symptoms of

burnout and take remedial steps.

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© 2010 Jones and Bartlett Publishers, LLC

Reduce Stress in Your Department

Hire Stress-Resistant People

Orient and Train Thoroughly

Empower Employees

Counsel Stressed Workers

Ensure Time for Breaks

Modify Assignments, Team

Compositions, Management Style

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© 2010 Jones and Bartlett Publishers, LLC

Departmental Stress Programs

Support groups are most effective

when they function under their own

leadership. Participants can talk

openly about their personal

responses to the demands of their

work.

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© 2010 Jones and Bartlett Publishers, LLC

Coping Methods

Relaxation or meditation techniques

Exercise

Diet adjustment

Review of job designs, policies, and

procedures

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© 2010 Jones and Bartlett Publishers, LLC

Coping Methods

Solution of communication,

ethical, and workflow problems

Resolution of conflicts

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© 2010 Jones and Bartlett Publishers, LLC

Burnout

Burnout is the condition of emotional

and physical collapse caused by the

unchecked escalation of stress. it is

a very real condition that afflicts

many individuals who have existed

“too close to the edge” for too long.

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© 2010 Jones and Bartlett Publishers, LLC

Signs and Symptoms of Burnout

Anxiety or depression

Waking up tired

Chronic fatigue

High blood pressure

Insomnia and nightmares

Cardiac irregularities

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© 2010 Jones and Bartlett Publishers, LLC

Signs and Symptoms of Burnout

Headaches, backaches, premenstrual

syndrome

Elevated cholesterol

Duodenal ulcers

Loss of appetite

Compulsive eating

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© 2010 Jones and Bartlett Publishers, LLC

Outward Signs of Burnout

Emotional outbursts; short temper

High-pitched, nervous laughter

Increased use of sick leave

Increased resistance to change

Avoidance of decision making

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© 2010 Jones and Bartlett Publishers, LLC

Outward Signs of Burnout

Increased use of alcohol or drugs

Frequent talk about escaping

Increased irritability and complaints

Decline in work performance

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© 2010 Jones and Bartlett Publishers, LLC

Stages of Coping with Burnout

First doing nothing, hoping it will go away.

Self-medicating, seeking fast relief from

alcohol, drugs, or pharmaceuticals.

Taking it out accumulated stress on others.

Seeking professional help.

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© 2010 Jones and Bartlett Publishers, LLC

Managing Your Personal Stress

• You can fire (for cause) that employee

who makes life miserable for you.

• You can exercise your power to make

most of the daily decisions you face.

• You can reduce or eliminate your job

insecurity by making your services more

marketable.

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© 2010 Jones and Bartlett Publishers, LLC

Managing Your Personal Stress

• You can make people smile, laugh,

frown, and even cry.

• You do not need permission to do most

of the things you do (for example,

thank someone, hold a meeting, ask for

help, say “no,” or pack up and leave).

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© 2010 Jones and Bartlett Publishers, LLC

To Reduce Feelings of Insecurity

• Keep up to date technically and

professionally.

• Fine-tune your interpersonal skills.

• Concentrate on making yourself more

marketable.

• Request more educational support.

• Train for alternative jobs or vocations.

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© 2010 Jones and Bartlett Publishers, LLC

Look After Yourself

• Escape, literally or mentally

• Take a walk on your breaks

• Find a quiet place to relax and daydream

• Learn relaxation or meditation techniques

• Expand your supportive network

• Keep a log of your successes

• Behave assertively