Department of Surgery, Leadership Development Seminar 10-07
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Transcript of 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.