Organizations and the people inside of them are beat down.
They’re burnt out, overworked and underpaid.
Because of this, people are walking away from their jobs.
Eight million people quit their jobs in the summer of 2021.
500,000 nurses are predicted to quit their jobs in 2022.
The turnover rate for nurses is between 18-24%.
Take a look at the food industry. How many people hav walked away from restaurant jobs?
It seems like every place you can go to eat, they are short staffed, and the service is not where it needs to be because people are not resilient.
They can’t take it anymore.
This poses a challenge to leaders as they’re trying to build a team that survives through tough times.
The question that has been lingering in people’s minds: Should I talk about COVID 19 at work?
The problem we have around health issues is that most of us don’t know the challenges we face.
People are relying on social media and rumor mills to understand this virus and how it impacts the body.
This is creating division in our country because people with no scientific knowledge claim to be experts.
And the vast majority of people are getting their information from sources that are not credible.
Yet, you as a leader in healthcare are doing nothing to educate people because you’re afraid it’s controversial.
Everybody is worried about what the next crisis is going to be.
It seems like for the last two years, we’ve been hit with nonstop crisis.
We’re managing in a ‘new normal’, continuously thinking about what the next crisis could be and how we’re going to manage it.
If you aren’t prepared for the next crisis, things will spiral out of control.
Whether it’s a global pandemic or racial and social unrest, there’s going to be another crisis that will be problematic.
Here are three things to focus on to prepare you for the next crisis.
Experiencing a personal tragedy is incredibly hard.
It’s challenging to deal with while still having to be a leader at work.
People are depending on you, but you’re still dealing with personal pain.
You want to grieve but you also want to be available for everybody at work.
It’s a difficult challenge that many of us never find a way to balance.
Sometimes, we become more focused on work than dealing with our tragedies.
This can cost us in our personal lives.
Sometimes, we do the complete opposite and drop everything to only focus on our personal life.
Over time, this will lead people to believe we are not committed to work.
So, what do you do when you’re in this predicament?
I know it’s pretty crazy right now.
After this past year, your team is at its breaking point.
They’ve been overworked and overwhelmed for a very long time.
You’ve been doing your best to try to tell them to keep putting forward the effort, keep pushing, keep getting stuff done.
But at this point, your team is at a breaking point.
They’re facing burnout.
They will go into a crisis mode.
They will start to act out.
You don’t want that kind of behavior.
So, the best thing you can do is try to reduce the workload of your team.
You’re probably struggling with this because you know there are more demands on you and your team.
Now, EVERYONE is overworked and overwhelmed.
But know this; when everybody starts to hit their breaking point, you’re going to lose revenue.
You’re going to lose productivity.
It can create an unsafe work environment that could be very dangerous to everybody that you’re trying to serve.
You’ve got to avoid this at all costs.
Here are a few things you can do to reduce this feeling.
Working in healthcare we always face tough times.
Sometimes it’s losing a patient.
Sometimes it’s having a mass casualty come into the emergency room.
It may be a hurricane or a tornado.
Or it could be a global health pandemic.
These things are hard on every healthcare leader in every healthcare organization.
As hard as it is for our communities, it’s even harder on our healthcare workers.
Our physicians struggle to do their jobs every day and they have to take it home and carry it.
Nursing is even more of a struggle.
That’s why you, as a leader, have got to help people through these tough times.
There’s an old phrase that says, “During tough times, tough people last well.” I know in the middle of a crisis, it’s hard to be focused on toughness. You’re just trying to get through it. Your team is trying to get through it. Crises are very hard times for any organization, particularly for teams of […]
The healthcare industry is going through a radical transformation.
Sometimes, change is hard for people in healthcare.
It creates very difficult times.
Tough times make it difficult for your team.
Especially when there’s a health crisis or a pandemic like COVID-19 that puts everything at a standstill.
But your team still has to come to work every day.
Your team has to put their life on the front line.
Your team needs to be prepared and equipped to do the job.
There’s a lot of death.
We often forget that these challenges have an impact on our team.
Tough times are hard, even on tough people.
Here are a couple things that you can do to help your team manage during these tough times so that they don’t burnout.
You don’t want to lose good team members.
You don’t want to lose good people.
But sometimes the environment makes this impossible.
So as a senior leader, you have to lay people off.
This is the reality.
The people who are still in the organization are hurting.
They had lunch with people who are no longer there.
Your team is grieving.
It’s never a good feeling when you downsize.
You’ve got to find a way to help your team bounce back after a layoff.
This is how I would advise you to bounce back.
During a downsize, your team is going to be asked to do more with less people. What factors do you consider when you’re thinking about which team member to downsize first?