2015 • The ADVOCATE • 1

The

NewsletterADVOCATE

JuNE 2015

ISSuE NO. 209

THE OFFICIAL PuBLICATION OF THE ONTARIO ASSOCIATION OF SCHOOL BuSINESS OFFICIALS

IN THIS ISSUE… 1 An Association in Transition

3 McCordic Award Winner

4 Service Recognition Award Recipients 2015

6 Increase Your Green: People, Planet, and Profits

8 Hack-Proof Your School’s Social Media

10 Recognizing the Signs of Burnout and Tips for Preventing it in the Future

11 Index of Advertisers

By Bill Blackie, Executive Director, OASBO

An Association in Transitionachievement. Added to this set of conditions is the significant turnover of staff within the senior business roles. As these senior busi-ness leaders leave, they take with them a vast amount of corporate history. To survive and even flourish in this environment, business leaders must have access to high quality data and the timely support of their colleagues. For the data and the support to be useful, it is important that the various elements of this environment are clearly identified and their relative importance is established.

Three ElementsIf you ask business leaders what they see as

the primary factors that impact their ability to provide accurate and effective solutions to the problems they face, three elements would undoubtedly be identified. The first element most often identified is change; not merely the change process but the speed of the changes they face. The second element is economic pressure. Education is a major part of gov-ernment spending and, as a consequence of this relationship, when there are economic stresses on the overall system they are reflected quickly in the education sector. And the final common element is the lack of business acu-men in the education sector. In light of these elements and the need for support, how does

the Ontario Association of School Business Officials (OASBO) fit into the picture?

A look at the OASBO purpose statement provides the framework for how the neces-sary supports can be realized. It identifies “dedicated professionals” as the key part of OASBO’s role. It then goes on to identify the methodology that will be employed by those dedicated professionals. The methodology is “collaborative” in nature and invites “sharing and promotion” of leading business practices. These aspects, when effectively used, become the drivers for action. The business leaders use the drivers to meet their job requirements and ensure that an environment that supports student achievement is maintained. OASBO, through its various groups or standing com-mittees, provides an active and f lexible framework for support in the business areas of education. When business leaders have that support, they can help with the important task of ensuring student success.

Focusing ActivitiesDuring the past few years, OASBO has

utilized a process for focusing its activities for the year. The focus shared with all standing committees allows the development of skill sets that encourage collaboration between com-mittees in addition to improving the activities of the members of standing committees. The first focus topic that the association decided to introduce was “creativity and innovation.” This focus alone could provide the support necessary to help leaders meet the challenges made by the rapid rate of change in the education sector. The application of the skills associated with innovation and creativity provided a strong and effective base that could be used to meet new challenges within the sector.

continued on page 9

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2015 • The ADVOCATE • 3

The ADVOCATEIssue number 209 June 2015

The Advocate is the official publication of the Ontario Association of School Business Officials (OASBO). It is distributed free to members of the association.

The Ontario Association of School Business Officials 144 Main Street North, Suite 207 Markham, ON L3P 5T3 Tel.: 905-209-9704 Fax: 905-209-9705 E-mail: office@oasbo.org Website: www.oasbo.org

OASBO BOArd OF dirEcTOrS 2015/2016 Executive President: Paul McMahon, Halton Catholic DSB Vice President: Peter derochie, Simcoe Muskoka Catholic DSB Past President: Nancy Tallevi, Dufferin Peel Catholic DSB

directors

Mark carbone, Waterloo Region DSB

Mark connors, Simcoe County DSB

chris demers, London District Catholic SB

Steve Shaw, Toronto DSB

Nathalie St. Pierre, Conseil Scolaire Viamonde

Sandra Vieira, Waterloo Catholic DSB

Ellen Warling, Halton Wentworth DSB

The opinions expressed in this publication are those of the writers and do not necessarily reflect the opinions of the association or its Board of Directors.

PuBLISHED IN JuNE 2015/OSB-A0015/1480

The Mccordic Award recipient 2015:

Tom PechkovskyThe McCordic Award is the most presti-

gious award given by the Association. It was established in 1980 to honour a

former executive secretary of the Association, W.J. McCordic, who made exceptional contri-butions in the field of school business admin-istration and was an outstanding educational leader in the Province of Ontario. Bill’s aim was to “keep the child front and centre.” Bill’s exemplary leadership has touched countless individuals in public education. The award is presented annually at the banquet of the Annual Conference of the Ontario Associa-tion of School Business Officials. The award is bestowed upon an individual who best exemplifies the attributes of Bill McCordic. It recognizes an individual’s outstanding contribution to the service of school busi-ness. The contribution may have taken place over a number of years and could have been through work in the Association, service with a board, the Ministry of Education, a college or university or an organization devoted to education in Ontario.

This year, at its 72nd Annual Confer-ence, the Ontario Association of School Business Officials presented the award to Tom Pechkovsky.

Tom is currently the Senior Planner with the York Catholic District School Board. He has been an active member of OASBO since 2002. He has served as Vice-Chair and Chair of the OASBO Planning committee, a mem-ber of the Rep Team and a Director on the OASBO Board of Directors. Tom has also served as the Vice-President, President and Past-President of OASBO.

Tom has also served on a number of Ministry of Education committees. These include Education Development Charges, Disposal of Property (Reg. 444/98), Pupil Accommodation Review Guidelines and the Capital Planning Capacity Working Group. He has also been involved with Metrolinx.

In his nomination, Tom was recognized as someone who can foster positive relation-ships with various groups and, in particular, with Ministry staff. Tom has been seconded to the Ministry on two occasions, which is a testament to how well he is respected by colleagues and the Ministry. Tom’s ability

to see the point of view of others and to use that to find unique solutions is a key skill. His depth of understanding of planning and how planning decisions impact others has allowed him to work cooperatively with others and encourage respectful dialogue. Tom is a per-sonable individual who wears his character on his sleeve. He is an honest and forthright person, committed to seeing positive results in any situation.

Through his work on provincial policies, his mentorship and guidance to other school business officials and his support and advance-ment of OASBO, Tom has made a significant impact. His commitment to education has had a positive impact on outcome for students in Ontario. Tom is a fitting recipient of the McCordic Award. ■

Tom’s ability to see the point of view of others and to use

that to find unique solutions is a key skill.

4 • The ADVOCATE • 2015

OASBO 2015 Service recognition Award recipients

Brenda chalk, Supervisor of Transportation, Tri-Board Student Transportation ServicesJohn cuddie, Manager of Human Resources Services, Thames Valley DSBJohn Grochot, Transportation Coordinator-provincial Schools, Ottawa Student Transportation AuthorityBruce Hamilton, Controller, Business & Corporate Services, Kawartha Pine Ridge DSBMarion Jarrell, Business Consultant, EFIS Modernization Project, Ministry of EducationRobert Kaye, Superintendent of Business, Trillium LakelandsDavid Leach, Superintendent of Finance & Administration, Ottawa Catholic DSBGeri Loukes, Manager of Employee Services, Durham DSBMerv Mascarenhas, Sr. Coordinator, Computer Services, Toronto Catholic DSBRichard Moriah, General Manager, Plant Facilities, Dufferin Peel Catholic DSBColin Munro, Plant Operations, Manager, DSB of NiagaraElizabeth Strong, Manager, Human Resource Services, Thames Valley DSB

Wayne chiupka, Manager of Plant Services, Superior Greenstone DSBGreg Elliott, Manager of Information Technology Services, Simcoe County DSBPearl Fong-West, Superintendent of Business, DSB Ontario North EastMark Galonski, Controller of Facilities Services, Kawartha Pine Ridge DSBLori Haley, Client Relationship Management Sr. Manager, Toronto DSBWilma Lynch, Sr. Manager of Human Resources, Trillium Lakelands DSBNick Maandag, Regional Supervisor of Plant Operations, Halton DSBNancy Massie, Records Manager, York Region DSBJohn Moffatt, Manager, Caretaking/Property, Hamilton Wentworth DSBShawn Muscutt, Health & Safety Officer, Thames Valley DSBRon Plaizier, Chief Information Officer, Kawartha Pine Ridge DSBDan reynolds, Manager of Finance, York Region DSBDonald Zelem, Manager of Facilities & Construction Projects, Brant Haldimand Norfolk Catholic DSB

Steve Adams, Manager, Plant Services, Simcoe Muskoka Catholic DSBGrace Barnhardt, Superintendent of Business, Nipissing Parry Sound Catholic DSBKellie Barron, ICT Manager, Kawartha Pine Ridge DSBDoug Blundell, Assistant Manager, Caretaking Services, York Region DSBNicole Britton, Financial Analyst, Trillium Lakelands DSBAnna chan, Sr. Manager, Business Services, York Catholic DSBWilson chan, Manager, Technical Services, Durham DSBTeresa claxton, Supervisor of Benefits, Niagara Catholic DSBClaude clement, Manager, Payroll Services, upper Canada DSBSandra Edwards, Administrative Officer, Benefits, upper Grand DSBMark Ferri, Manager, Purchasing Services, Niagara Catholic DSBChris Ferris, Assistant Comptroller, Admin. Services, Toronto DSBIrene Fitz, Grants Administrator, Dufferin Peel Catholic DSBTrish Glena, Coordinator, Organizational Development, Lakehead DSBGytis Grabauskas, Sr. Manager, Human Resources, Hamilton Wentworth DSBIsabel Grace, Superintendent of Business, PVNC Catholic DSBTom Howe, Manager, Student Transportation of Peel RegionDean Macdonald, Sr. Project Manager, Corporate Services, Kawartha Pine Ridge DSBGail Mccullough, Transportation Supervisor, Tri-Board Student Transportation ServicesLaura Mills, Superintendent of Business, Rainy River DSBBonnie Mitchell, Payroll Supervisor, Trillium Lakelands DSBBill Morton, Custodial Supervisor, Bluewater DSBChristine Nancekivell, Sr. Planner, Durham DSBDenise Nixon, Financial Analyst, Bluewater DSBBonnie Norton, Superintendent of Business, Catholic DSB of Eastern OntarioRyan Putnam, Superintendent of Business, Durham Catholic DSBMark Twardowski, Manager, Maintenance & Environmental Services, Simcoe County DSBCheryl Webster, Wellness Officer, Lambton Kent DSBRoy Wierenga, Assistant Manager, Student Transportation of Peel Region

2015 • The ADVOCATE • 5 711079_Viessmann.indd 1 9/17/14 5:53 AM

Jeanne Atkins, HR Partner/Labour Relations, upper Canada DSBGail Belisario, Principal Services, Community & International E, Hamilton Wentworth DSBJoyce Benninger, Supervisor, Payroll, Bruce Grey Catholic DSBKaren Bett, Business Services Development Coordinator, York Region DSBCarolyn Blewett, Supervisor, Learning Support Services, Thames Valley DSBFrancois Brule, Gerant des projets immobilisation, CSC ProvidenceKaryn carty-Ostafichuk, Manager of Planning, Ottawa Carleton DSBAllison consoli, Manager of Accounting, Halton DSBFred chrystal, Superintendent of Planning, Ottawa Catholic SBJohn davis, Supervisor, Computer & Library Technicians, St. Clair Catholic DSBSue dearling, Benefits Supervisor, Dufferin Peel Catholic DSBWendy dobson, General Manager, Wellington Dufferin Student Transportation

Kathy dominato, Accounts Payable Supervisor, Greater Essex County DSBCathy Fewster, Financial Analyst, Thames Valley DSBJeff Francis, Maintenance Supervisor, Trillium Lakelands DSBJoanne Gemus, Manager, Compensation & Benefits, Simcoe County DSBDiana Griffiths, Business Administrator, Northwest Catholic DSBLydia Halyk, Purchasing Manager, upper Grand DSBRobert Kamphuis, Business Applications Specialist, Thames Valley DSBNatalie Keirl, HR Officer, Greater Essex County DSBBrenda Kennedy, Budget Specialist, York Catholic DSBMichael Kirby, Manager, Application Development, Dufferin Peel Catholic DSBSue Krueger, Executive Assistant & FOI Coordinator, upper Grand DSBMichael Langlois, Health & Safety Officer, DSB of NiagaraTim Lauzon, Health & Safety Officer, Greater Essex County DSBKim Lebrun, Finance Officer, Ottawa Carleton DSBCindy Logel, School Finance Specialist, York Catholic DSBGary McKenzie, Risk Assessment Manager, Windsor Essex Catholic DSBTerri McPherson, WSIB Specialist, upper Canada DSBJane Miceli, Manager, Purchasing Services, Hamilton Wentworth DSB

Sandra Morgan, Manager, Halton Student Transportation ServicesBryan Moores, Plant Operations Supervisor, Trillium Lakelands DSBKevin Morton, Manager, Maintenance & Energy, Hamilton Wentworth DSBPeter Naperstkow, Educational Planning Officer, Toronto DSBJudy Phillips, Enrolment Officer, Waterloo Region DSBNancy ramey, Coordinator, Purchasing Services, Brant Haldimand Norfolk Catholic DSBAndy Scheibli, Manager, Plant & Maintenance, Lambton Kent DSBJudy Selvadurai, Compliance & Financial Specialist, York Catholic DSBMary Jane Smith, HR Specialist, Occupational Health & Safety, Kawartha Pine Ridge DSBTeri Smith, Controller of Finance, PVNC Catholic DSBBobby Somaroo, Chef des Affaires, CSD catholique Centre-SudNancy Tallevi, Facility & Accountability Officer, Dufferin Peel Catholic DSBAnna Tersigni, Enrolment Auditing Manager, Toronto Catholic DSBStacy Veld, Superintendent of Business, DSB of NiagaraEllen Warling, Manager of Planning, Hamilton Wentworth DSBBrent Wathke, Maintenance Foreman, Bluewater DSBSuzanne White, Superintendent of Human Resources, Bruce Grey Catholic DSBConnie Woo, Manager, Admissions & Enrolment, York Catholic DSB

6 • The ADVOCATE • 2015

Increase Your Green: People, Planet, and ProfitsSustainability practices make good sense environmentally and financially.By Jennifer Seydel and Erin Green

This article originally appeared in the January 2015 School Business Affairs magazine and is reprinted with permission of the Association of School Business Officials International (ASBO). The text herein does not necessarily represent the views or policies of ASBO International, and use of this imprint does not imply any endorsement or recognition by ASBO International and its officers or affiliates.

Thanks to a growing body of research, we know that green, sustainable schools have a positive effect on student health and academic achievement. But sustainable practices help

“green” the bottom line as well.Sustainability makes good business sense. And as business officials,

we should focus on its benefits to people, the planet, and profits and join the effort to adopt sustainable business principles. Regardless of the size of your district, its geographic location, or its available budget, you can green your bottom line and benefit your district’s schools in the process.

Here are a few examples of successful strategies that may put sustainability on your radar:

The Business Officer as Sustainability OfficerAs the business manager of the Greendale School District in

Wisconsin, Erin, co-author of this article, was invited to participate in a grant to implement the Environmental Protection Agency’s indoor air quality (IAQ) program for schools. Greendale is a suburban Milwaukee district with 2,600 students attending five schools.

Through participation in the IAQ for schools program, Erin real-ized that as a school business officer, she could be doing much more to create healthy learning environments. In 2010, using a shared leader-ship model, she created a sustainability team in Greendale composed of teachers, students, community members, and district personnel. The team’s work has produced a healthier, safer, more productive and cost-efficient environment with an annual energy cost savings of at least $200,000 and a reduction in workers’ compensation claims that is saving the district $50,000 a year.

Initiatives that have had a positive or neutral effect on the bot-tom line of district operations costs include energy-efficient lighting, solar thermal panels, athletic field irrigation systems, green cleaning chemicals, and healthier cafeteria foods. Community initiatives have also had a positive effect on the health and well-being of students. Leading sustainability initiatives has allowed Erin not only to save precious dollars for the school district and develop relationships with

faculty and staff whom she normally does not have an opportunity to work with but also to improve student and staff attendance and achievement rates.

Blazing TrailsHow would you like to boast about $38.8 million in new revenues

and savings, including deferred future utility energy costs? How about $3.5 million for lease purchase initiatives and future performance contracts related to your transportation fleet? Those amounts come from “green initiatives” implemented in the Lee’s Summit R-7 School District in Missouri and reflect the positive financial impact on the district’s operating budget through green best practices. Lee’s Summit is a suburban Kansas City district that encompasses 117 square miles with an enrollment of nearly 18,000 students.

under the leadership of Tom Kurucz, deputy superintendent of operations (now retired), the district implemented a number of sustainable initiatives that also made economic sense and had a posi-tive effect on the district’s bottom line during a difficult financial period. Initiatives included (a) performance contracts, (b) a green cleaning initiative, (c) use of alternative fuels in the purchase and delivery truck fleet, (d) an expanded district-wide recycling program, (e) development of an Energy Savings Olympic Competition among the K–12 schools that challenged students and teachers to change behaviors, (f ) a bus-idling and sound reduction program, and (g) the integration of utility dashboard kiosks in all schools to support cur-riculum initiatives.

Motivated by cost savings and a desire to choose a cleaner, more modern technology, the district also shifted the bulk of its bus fleet to compressed natural gas in just two years. In the 2013–2014 school year, Lee’s Summit boasted one of the nation’s cleanest school bus fleets. With 106 of its 149 buses fueled by clean, efficient natural gas, the Lee’s Summit program is thought to be the largest of its kind in the country. With a savings of $2.58 per gallon of compressed natural gas, the district expects to save $11 million over 10 years in fuel and maintenance costs.

Policy Pushes the AgendaThe Boulder Valley School District (BVSD) in Colorado has

focused on sustainable management for over 20 years. In the summer of 2008, the district hired a sustainability manager, and in 2009, it implemented a sustainability management system (SMS) in partnership with a leading sustainability consulting firm. The SMS provided a

2015 • The ADVOCATE • 7

comprehensive and coordinated approach to addressing four cross-cutting themes: buildings, materials, transportation, and education.

The SMS baseline determined metrics of performance in each area and continues to serve as a tool to focus attention at all levels on critical environmental, economic, and social issues. In 2012, BVSD published its first “Sustainability Management System Progress Report” (www.bvsd.org/green/Documents/2012_SustainabilityProgressReport.pdf).

The board of education in Boulder advanced BVSD’s efforts by adopting a policy stating its commitment to the triple bottom line. In simple terms, that policy, adopted in 2010, prioritizes the initiatives set forth in the sustainability management system and formalizes the accountability of school officials toward the goals of the SMS. As a result, the board exemplifies the community-wide commitment to enact policy to implement best practices related to sustainable operations and management.

conclusionWhen business officers—working with school administration,

staff, and community members—assume leadership roles in such initiatives, they can create physical spaces that inspire learning and cultivate citizens with the skills and knowledge necessary for the future.

Together we can create learning communities dedicated to inspir-ing and motivating people, to saving the planet, and to greening the bottom line. ■

Jennifer Seydel is executive director of the Green Schools National Network. Email: jseydel@greenschoolsnationalnetwork.org

Erin Green is the business manager of the Greendale School District in suburban Milwaukee, Wisconsin. In 2014, she led the district sustainability team to a national Green Ribbon Award. Email: erin.green@greendale.k12.wi.us

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8 • The ADVOCATE • 2015

On Monday, Feb. 18, 2013, Burger King woke up to one whopper of a social media problem. The company’s Twit-

ter account had been hacked—its name changed to McDonalds and its background replaced with an image of Fish McBites. In the hour it took for officials to regain control, hackers pro-ceeded to send 53 tweets to the burger chain’s more than 80,000 followers, ranging from the mildly funny (“if I catch you at a Wendys, we’re fightin!”) to the patently offensive (“We caught one of our employees in the bathroom doing this…,” with an image of a drug user shooting up).

Hack-Proof Your School’s Social MediaProtect Your Social Media Sites from HackersBy Ryan Holmes So what’s a socially engaged company to

do? Banning social media altogether is no longer a realistic option. The simple fact that Burger King has hundreds of thousands of followers on Twitter and Facebook speaks to the power of social media. Retreating from social media means ceding a significant com-petitive advantage.

But there are ways to reduce risks. At the helm of HootSuite, a social media manage-ment tool for companies, I’ve learned that common sense, a little training and the right technology go a long way. While it may be too late for Burger King, these steps should

2015 • The ADVOCATE • 9

With the increasing level of specializa-tion in the business sector, the number of standing committees within OASBO has shown a continuing growth. Focusing on a topic such as “creativity and innovation” that is common to all committees helps building connections between commit-tees. As collaboration between commit-tees increases, the quality of their work is also increased by having a wide range of perspectives available for problem solving. This connection also helps prevent the development of isolation or the so-called “silo effect” which is a risk as specialization increases. In this type of operation, the experience of senior members can easily be shared with new group members. As we have seen, the number of senior mem-bers leaving education is increasing and the cross-committee activities allows new members to benefit from senior members. This type of support is necessary if we are to continue growing and meeting the needs of all members.

With creativity and innovation provid-ing the base of operation, the association decided to adopt “mentorship” as its next focus. Many of the standing committees have already had some type of mentorship. In most cases, the model was one that was designed to help prepare members of the committee for leadership positions. Often the mentorship is an informal arrangement but there are a growing number of for-malized processes. Regardless of the model used, mentoring encourages the growth of skills and best prac-tices within the organization. It also provides a mechanism that assists in the transfer of these skills and prac-tices. In the coming

year, there will be more opportunities to formalize mentorship processes.

Moving ForwardAs a consequence of the use of focused

themes, the association moves toward a continuous improvement model. The interaction between the theme and the strategic plan allows committees to select objectives that both direct the committee’s activities and moves the association toward its purpose.

As the association moves forward, it will need to seek out and foster partnerships with other organizations. These include prin-cipals’ groups, supervisory officer groups and trustee organizations. In particular, a partnership with supervisory officers is significant because it provides an opportun-ity to increase the business acumen in the education sector. There is also more under-standing of the conditions necessary for supporting student achievement. Another partnership that has been developing over the past few years involves meeting with the leaders from other provinces. The lead-ers of school business associations from British Columbia, Alberta, Saskatchewan, Manitoba, Ontario and New Brunswick meet twice a year. This broadens the know-ledge base for all those involved and the opportunity to see how different areas solve similar problems.

As we continue to advance, it is import-ant that we share experiences and skills.

We will also need to share operational aspects of business functions within

the education sector. OASBO must continue to provide sup-

port for its members and, as a result, support for the

overall education sector in Ontario. ■

continued from page 1keep your social media account from being similarly Hamburglarized:

Get serious about passwords. Believe it or not, the most common password in 2012 was still “password” (followed closely by “123456”). Few people realize that an effective password is often the only thing standing between you and a cyber attack. Instead of choosing your cat’s name or your personal details, consider strategies like using the first letter of each word of a common phrase or song lyric. (“I can’t get no satisfaction” becomes ICGNS.) Or save yourself the trouble altogether and use password generating and management tools like LastPass.

centralize social media channels. Large companies are sometimes surprised to dis-cover that their employees have started dozens of “corporate” social media accounts, often without permission. A first step in getting social media security under control is to con-solidate all of these accounts within a single social media management system, which allows users to publish to multiple profiles on Twitter, Facebook, LinkedIn and other networks from one secure interface. This kind of system also acts like an extra firewall.

control who can post messages. Social media accounts at consumer brands can have millions of followers. Entrusting the keys to these accounts to entry-level employees or interns carries significant risk. A better approach is to use a social media manage-ment system that restricts who can publish messages. For example, in the HootSuite plat-form, companies can grant certain employees limited permission to draft messages, which must then be fed into an approval queue for management to sign off on before publish-ing. This ensures that social messaging meets company standards and no illicit tweets or posts slip through.

Offer basic social media education. Just a few years ago, social media was a toy. Today it’s a cornerstone of marketing and sales strat-egy at the planet’s biggest companies, poised to unlock some $1.3 trillion in value in the years ahead. Giving employees access to this kind of power without any basic education is tantamount to handing over keys to the car without a Driver’s Ed. course. Structured training on security and compliance issues is critical. Fortunately, some of the best social media tools now come equipped with online courseware and webinars for users.

The combination of social media education and technology can dramatically reduce the possibility of a security breach—either from outside the company or from within. ■

Ryan Holmes is the CEO of Hootsuite, a dashboard that manages social networks, schedule messages, engages your audiences, and measures ROI right from the dashboard.

10 • The ADVOCATE • 2015

Recognizing the Signs of Burnout and Tips for Preventing it in the FutureBy Dr. Marty Martin Burnout is vastly different from stress, and there are stark differences from the feeling you

get from burnout and an acute bout of depression. You know you’re burned out when you experience this triangle of symptoms: emotional exhaustion; cynicism; and low personal

accomplishment.• Emotional exhaustion primarily presents itself as an overall feeling of being over-extended,

and a sense of being “drained” while interacting with others.• A negative attitude towards others at work—from clients to coworkers—and the feeling that

the demands of the job outstrip the resources to do the job is indicative of cynicism.• Low Personal Accomplishment is the overwhelming sentiment that regardless of how hard or

smart you work, there is no difference in performance, productivity and results.

2015 • The ADVOCATE • 11

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In general, employees who suffer from burnout may be viewed by others as being impersonal, detached, edgy, drained, negative, and unable to get the job done even though they are putting the hours or even more.

The actual diagnosis of burnout should be done by a trained professional. Most professionals will first administer The Maslach Burnout Inventory (MBI). This is a psychometrically validated tool consisting of 22 items. If you consult with a professional and they determine that you are burned out, then don’t stress out about this diagnosis. It is not life threatening nor career ending. There are proven ways to treat burnout that involve the individual, his/her boss, and the culture of the organization.

In fact, not only can burnout be treated but it is largely preventable.

What are Some Steps You can Take to Prevent Burnout?

There are three levels in which you can prevent burnout: at an organizational level, the managerial level and at an individual level.

Organizational: The culture of the organization or “the way we do things around here” sets the stage for determining whether employees are at risk of burning out. If the culture says “work ‘til you drop” or “client needs trump employee needs,” then there is a high probability that individuals who are not resilient or lack constructive coping resources will suffer from burnout. It is critical to realize that certain organizations fit certain employees best. This is what is called person/organization fit. A tight person/organization fit decreases risks to burnout. Burnout prevention begins with recruitment, selection and retention.

Managerial: Managers in organizations have a key role to play as illustrated by this quote commonly shared among human resource management professionals: “People don’t quit companies, they quit their managers.” How does this relate to burnout? First, make sure that each member of the staff is doing a job that leverages their strengths and interests. This is called a good job/person fit. Second, every employee should have a clear job description along with clear job expectations. Third, allowing some control and autonomy on how they conduct their work protects employees from experiencing heightened job demands. Stress experts say that if demand exceeds resources, then folks experience stress.

individual: Performance at work happens at the interface of the organization, the manager and the individual employee. It is essential that individual employees take responsibility for their careers. Specifically, organizations are not “one-size-fits-all.” The key is to find an organization and accept a job that brings out a level of motivation and engagement that will result in sustained satisfaction and performance.

The other side of the coin is how individuals respond to stress, loss and mess at work. Work is not utopia. In general, the more that an employee takes care of themselves physically, mentally and emo-tionally, the more resilient they will be when the inevitable stresses, strains and losses occur at work.

What can You do if You Find Yourself Burned Out?If you are feeling burned out or a colleague suggests out of concern

that there is a possibility that you might be, the first step is not to panic. Burnout happens. To experience burnout does not mean that you were a poor hiring decision nor does it mean that you are going to be picked up and institutionalized in a psychiatric facility.

The first step is to acknowledge that you are suffering from burnout and know that it can be treated. The second step is to look for pro-fessional help either internally in your organization if your company offers an Employee Assistance Program (EAP) or look for help outside your organization by contacting your health insurer or primary care physician. The third step, depending upon the politics at work, is to consult with your supervisor and solicit both hands-on and emotional support. The final step is to be patient with yourself and realize that you did not suddenly become burned out and that you will not magic-ally be free of burnout symptoms overnight.

Burnout can negatively affect entire organizations and should be taken seriously. It can impact performance and productivity ran-ging from high turnover to lower sales performance as well as client satisfaction. The good news is that it can be prevented on three operational levels, and once you identify that you or a coworker may be suffering from it, there are distinct steps you can take to address and mitigate burnout. ■

Dr. Marty Martin is a speaker and author of the forthcoming book Career Insurance and the

Director of the Health Sector Management MBA Concentration and Associate Professor in

the College of Commerce at DePaul University in Chicago, Illinois. For more information

or to contact Dr. Martin, please visit his website at www.drmartymartin.com.

To experience burnout does not mean that you were a poor

hiring decision nor does it mean that you are going to be

picked up and institutionalized in a psychiatric facility.

c 2013 CARMA Industries Inc. All rights reserved.

Call today at 1-888-298-3336 or CarmaIndustries.com

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