Beating Covid19 Fatigue Avoiding Burnout and Achieving WorkLife

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Beating Covid-19 Fatigue Avoiding Burnout and Achieving Work-Life Balance in a Virtual Workplace Sarah

Beating Covid-19 Fatigue Avoiding Burnout and Achieving Work-Life Balance in a Virtual Workplace Sarah Cioffi, K-12 Academic Administrator, Shenendehowa CSD Drew Anderson, Ph. D. , Associate Professor of Psychology, University at Albany

Covid has taken its toll.

Covid has taken its toll.

2020 American Psychological Association survey Overall ● 78% say the coronavirus pandemic is a

2020 American Psychological Association survey Overall ● 78% say the coronavirus pandemic is a significant source of stress in their life ● 67% say they have experienced increased stress over the course of the pandemic Work ● 56% say that job stability is a source of stress ● 68% say their job or employment has been negatively impacted

But Covid isn’t the real problem.

But Covid isn’t the real problem.

The real problem is a failure to set limits.

The real problem is a failure to set limits.

Why should you listen to us?

Why should you listen to us?

Our Promise

Our Promise

Agenda I. Burnout: What is it? II. Setting Limits: In Theory III Setting Limits:

Agenda I. Burnout: What is it? II. Setting Limits: In Theory III Setting Limits: In Practice IV. Buffers, Interruptions, and Fires V. Recovery Time

I. Burnout: What is it?

I. Burnout: What is it?

Burnout = Demands > Resources

Burnout = Demands > Resources

Burnout 1. Emotional exhaustion 2. Depersonalization 3. Decreased work-related self-worth Burnout = depression?

Burnout 1. Emotional exhaustion 2. Depersonalization 3. Decreased work-related self-worth Burnout = depression?

Burnout: Personal Costs ● ● Decreased quality of life Decreased health Increased substance use

Burnout: Personal Costs ● ● Decreased quality of life Decreased health Increased substance use Increased marital and/or relationship conflicts

Burnout: Financial Costs ● ● Burnout = 2. 6 X more likely to leave

Burnout: Financial Costs ● ● Burnout = 2. 6 X more likely to leave a position Cost to replace = 1. 5 -2 X annual salary

II. Setting Limits: In Theory

II. Setting Limits: In Theory

How does it happen?

How does it happen?

There are only two basic ways you get overworked: 1. Inefficiency 2. Time/work imbalance:

There are only two basic ways you get overworked: 1. Inefficiency 2. Time/work imbalance: Too much work for the time you have

This is a horrible, horrible idea.

This is a horrible, horrible idea.

1. It lowers your quality of life

1. It lowers your quality of life

2. It’s not even good work.

2. It’s not even good work.

It should not be a badge of honor to be overworked and exhausted.

It should not be a badge of honor to be overworked and exhausted.

IV. Setting Limits: In Practice

IV. Setting Limits: In Practice

Do you work from a to-do list? Stop it.

Do you work from a to-do list? Stop it.

New rule: Everything goes on your schedule. Everything.

New rule: Everything goes on your schedule. Everything.

The Process:

The Process:

1. Set working hours NO exceptions except true emergencies

1. Set working hours NO exceptions except true emergencies

2. Schedule obligations Anything outside your control (meetings, etc. )

2. Schedule obligations Anything outside your control (meetings, etc. )

3. Schedule recurring tasks Email* *a word about email. . .

3. Schedule recurring tasks Email* *a word about email. . .

4. The rest is discretionary time What goes here?

4. The rest is discretionary time What goes here?

We know what you’re thinking. . . What about the unexpected stuff?

We know what you’re thinking. . . What about the unexpected stuff?

III. Buffers, Interruptions, and Putting Out Fires a/k/a: “Hey, you got a minute? ”

III. Buffers, Interruptions, and Putting Out Fires a/k/a: “Hey, you got a minute? ”

There’s ALWAYS something.

There’s ALWAYS something.

Go back to your schedule and add the following: ● ● ● Transition Time

Go back to your schedule and add the following: ● ● ● Transition Time (buffers) Office Hours (interruptions) Chaos Time (fires) ○ Amount will depend on your job

What if it doesn’t fit? Something has to give. DO NOT add time.

What if it doesn’t fit? Something has to give. DO NOT add time.

Options: Offload some tasks ○ Administrative Assistant ○ Others ● Renegotiate obligations ○ Meetings

Options: Offload some tasks ○ Administrative Assistant ○ Others ● Renegotiate obligations ○ Meetings ○ Other tasks ●

Simple, not easy But necessary.

Simple, not easy But necessary.

V. Recovery Time is Non. Negotiable a/k/a: “Never Each Lunch with One Hand”

V. Recovery Time is Non. Negotiable a/k/a: “Never Each Lunch with One Hand”

“Life isn’t a sprint, it’s a marathon. ”

“Life isn’t a sprint, it’s a marathon. ”

“Life isn’t a marathon, it’s a series of sprints. ”

“Life isn’t a marathon, it’s a series of sprints. ”

Marathon Stress-> Stress-> Stress

Marathon Stress-> Stress-> Stress

Sprints Stress-> Recovery-> Stress-> Recovery

Sprints Stress-> Recovery-> Stress-> Recovery

You have to balance and alternate periods of stress and periods of recovery. Little

You have to balance and alternate periods of stress and periods of recovery. Little stress, little recovery. Big stress, big recovery.

Recovery in a nutshell: SNS/HPA -----> PNS

Recovery in a nutshell: SNS/HPA -----> PNS

There a million ways to relax and recover. They can all work.

There a million ways to relax and recover. They can all work.

Where does this fit in your workday?

Where does this fit in your workday?

Where does this fit in the rest of your life?

Where does this fit in the rest of your life?

As we wrap up. . .

As we wrap up. . .

Managing work/life balance and setting limits are the most important things we can do

Managing work/life balance and setting limits are the most important things we can do to manage stress and reduce burnout.

You might need to make some hard decisions. But you’re already making them (probably

You might need to make some hard decisions. But you’re already making them (probably just in the wrong direction).

Give us 30 days.

Give us 30 days.

A final question for you: What’s one change you will make immediately? Questions for

A final question for you: What’s one change you will make immediately? Questions for us?

Contact us: ● ● Sarah: : ciofsara@shenschools. org Drew: drewa@albany. edu

Contact us: ● ● Sarah: : [email protected] org Drew: [email protected] edu

Further Reading- Books ● Forster, Mark. Do it Tomorrow and Other Secrets of Time

Further Reading- Books ● Forster, Mark. Do it Tomorrow and Other Secrets of Time Management. ● Limoncelli, Thomas. Time Management for System Administrators ● Morgenstern, Julie. Time Management From the Inside Out. ● Shlain, Tiffany. 24/6: The Power of Unplugging One Day a Week. ● Wade, Francis. Perfect Time-Based Productivity: How to Rescue Your Peace of Mind as Time Demands Increase.

Further Reading- Web ● Burnout Is Now An Officially Diagnosable Condition: Here's What You

Further Reading- Web ● Burnout Is Now An Officially Diagnosable Condition: Here's What You Need To Know About It ○ https: //www. forbes. com/sites/karlynborysenko/2019/05/29/burnout-is-now-an-officially- diagnosable-condition-heres-what-you-need-to-know-about-it ● How to Build a "Rest Ethic" That Is As Strong As Your Work One ○ https: //www. fastcompany. com/90515476/how-to-build-a-rest-ethic-that-is-as-strong-asyour-work-one ● The Dark Side of Resilience ○ https: //www. dradamfraser. com/blog-content/2017/12/7/the-dark-side-of-resilience ● Harvard Business Review: Preventing Busyness from Becoming Burnout ○ https: //hbr. org/2019/04/preventing-busyness-from-becoming-burnout

Further Reading- Web ● Harvard Business Review: You're Never Going To Be "Caught Up"

Further Reading- Web ● Harvard Business Review: You're Never Going To Be "Caught Up" At Work. Stop Feeling Guilty About It ○ https: //hbr. org/2018/07/youre-never-going-to-be-caught-up-at-work-stop-feeling-guiltyabout-it ● Blocking burnout in your organization. ○ https: //www. shrm. org/hr-today/news/all-things-work/pages/blocking-burnout-in-yourorganization. aspx ● Chaos time: Why our planning goes nuts. ○ https: //www. psychotactics. com/chaos-time-why-our-planning-goes-nuts/ ● Stress in America 2020: A National Mental Health Crisis. ○ https: //www. apa. org/news/press/releases/stress/2020/report-october

Further Reading- Academic ● Amoafo E, Hanbali N, Patel A, Singh P. What are

Further Reading- Academic ● Amoafo E, Hanbali N, Patel A, Singh P. What are the significant factors associated with burnout in doctors? . Occup Med (Lond). 2015; 65(2): 117 -121. ● Bianchi R, Schonfeld IS, Laurent E. Burnout-depression overlap: a review. Clin Psychol Rev. 2015; 36: 28 -41. ● Lacy BE, Chan JL. Physician burnout: The hidden health care crisis. Clin Gastroenterol Hepatol. 2018; 16(3): 311 -317. ● Schrijver I. Pathology in the medical profession? : Taking the pulse of physician wellness and burnout. Arch Pathol Lab Med. 2016; 140(9): 976 -982.