Work related stressors have repeatedly been identified as contributors to workplace stress and burnout of staff at all levels. See Spooner-Lane, R. Dr. 2007.Australian Journal of Advanced Nursing. Vol 25. No. 1 and also some excellent publications available from Australia's National Research Centre on AOD workforce development (NCETA).
The research clearly defines work related stressors as being an unsustainable workload, role conflict, role ambiguity, a physically demanding work environment and the impact of continuosly dealing with other people's concerns. NCETA's research shows that young and less experienced managers are more prone to stress and burn out than their older, more experienced colleagues. While this may be good news for those that stay the distance, the same research also showed that younger managers and workers were more likely to move out of the health sector as a result of these work stressors.
Which simply serves to illustrate the potential cost. Stress and burnout of staff increases the operational costs of your organisation through increased absenteeism, additional staffing costs, poor customer engagement leading to low quality service delivery.
According to NCETA's research there is evidence to suggest organisational issues and demands rather than the challenges of working with people in need, that have the greater impact on stress and wellbeing. (Skinner, N., & Roche, A.M. (2205) Identifying and preventing burnout in AOD managers and supervisors.National Centre for Education and Training on Addiction, Flinders University, Adelaide, Australia.
The cure here, if we might use that term, is for organisational management to take a holistic approach to reducing workplace stressors. It is not sufficient to focus only on the individual employee; instead the focus should be on the root cause of the stress, and on removing the root cause. Contact John Coxon to arrange a meeting to discuss how this issue may be addressed in your organisation. We can bring a very highly experienced project team of three people to work on this issue immediately. It could save your organisation a lot of money and angst.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Wednesday, December 10, 2008
Monday, December 1, 2008
Working with Millennials
If you manage a hospital, an aged care facility or a medical centre where should you be looking for lessons on how to manage your future staff resource? Try McDonalds. Why not talk to the military? The AFL or the major managment consulting firms. Why? Because these organisations are key recruiters of young millenials. What are millenials? This is the generic term used to describe those moving into the workplace. They will be your future management team.
Here is a newsflash. Baby Boomers are a dying breed. Now I don't mean that in the sense they are becoming extinct. Well actually, they are, even though the end is still a long way off yet. I mean it in this way. There are approximately 300,000 Baby Boomers remaining in the workforce in Australia and New Zealand. They will have all exited the workplace by 2030.
On the other hand, millenials, those born in the past twenty five years represent 50% of the population and will be the workforce of the future. Those from Gen X are currently moving into the management ranks as we speak. Those from Gen Y, now aged in their early to mid-20's already have their eye on the top spots and following only a decade or so behind them are those currently in primary school.
Ok, so you're a Baby Boomer, you're currently in the workplace and aged 50+. Your in survival mode. You are hanging on for grim death to every rung of your hard-earned, hard-fought for, career ladder. You can almost smell the roses of retirement. This is not really your problem is it?
Wrong. it is your problem. The bright young things moving into management are not going to wait for you to retire. They are going to force you to learn how to work with them or they will run all over you; leaving one question only to be answered. Why is that person still working here?
You need to develop the ability to form relationships with the younger managers and workers. How? Lesson #1. The up and coming managers crave feedback, constant feedback. Not superficial feedback, not platitudes, they don't lack self confidence. They can see right through bullshit. They have high expectations of themselves and of others. They want to know that what they are doing is of value and is a valued contribution. They want to know how they contribute. They do not want to be preached to or instructed. They want to learn, from good teachers, able to guide them through a process of discovery. Are you able to do this?
They are tech savvy, having grown up online. Their network of friends and contacts are online, in communities and social media spaces. These networks are trusted; it is where the next breed of managers go for referrals. They get their information online. They obtain feedback and info from multiple sources. Their confidence comes from the size of the contact group. Are you online? Are you on frontpage? Do you have a professional profile on LinkedIn? Are you following or being followed on Twitter? Do you have a blog? Do you even understand what I am talking about here?
Media have portrayed millenials as being self-absorbed and in a hurry to get places. To a degree many of these portrayals are based on fact. We cannot change the characteristics of the next generations. Let's not waste time trying to achieve the impossible. Instead let's learn to work with them. Instead of telling them what we believe they should be, let's ask them what they would like to be. Then we can put in place processes to achieve that while also achieving the needs of the organisation and of yourself.
My advice to those aged 50+ and still in the workplace. Develop the ability to become a coach, a facilitator, a mentor and a teacher. You have knowledge and experience. Delivered in an appropriate manner, there are 3 million people coming into the workplace over the next twenty years and they all need what you have. Do this and you will retire happy, satisfied and value beyond your wildest dreams.
Like to know how to develop the ability to lead and teach? Join our Managers as Coaches program for 2009. Go to www.johncoxon.com.au/workshops.html to download an info kit.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Here is a newsflash. Baby Boomers are a dying breed. Now I don't mean that in the sense they are becoming extinct. Well actually, they are, even though the end is still a long way off yet. I mean it in this way. There are approximately 300,000 Baby Boomers remaining in the workforce in Australia and New Zealand. They will have all exited the workplace by 2030.
On the other hand, millenials, those born in the past twenty five years represent 50% of the population and will be the workforce of the future. Those from Gen X are currently moving into the management ranks as we speak. Those from Gen Y, now aged in their early to mid-20's already have their eye on the top spots and following only a decade or so behind them are those currently in primary school.
Ok, so you're a Baby Boomer, you're currently in the workplace and aged 50+. Your in survival mode. You are hanging on for grim death to every rung of your hard-earned, hard-fought for, career ladder. You can almost smell the roses of retirement. This is not really your problem is it?
Wrong. it is your problem. The bright young things moving into management are not going to wait for you to retire. They are going to force you to learn how to work with them or they will run all over you; leaving one question only to be answered. Why is that person still working here?
You need to develop the ability to form relationships with the younger managers and workers. How? Lesson #1. The up and coming managers crave feedback, constant feedback. Not superficial feedback, not platitudes, they don't lack self confidence. They can see right through bullshit. They have high expectations of themselves and of others. They want to know that what they are doing is of value and is a valued contribution. They want to know how they contribute. They do not want to be preached to or instructed. They want to learn, from good teachers, able to guide them through a process of discovery. Are you able to do this?
They are tech savvy, having grown up online. Their network of friends and contacts are online, in communities and social media spaces. These networks are trusted; it is where the next breed of managers go for referrals. They get their information online. They obtain feedback and info from multiple sources. Their confidence comes from the size of the contact group. Are you online? Are you on frontpage? Do you have a professional profile on LinkedIn? Are you following or being followed on Twitter? Do you have a blog? Do you even understand what I am talking about here?
Media have portrayed millenials as being self-absorbed and in a hurry to get places. To a degree many of these portrayals are based on fact. We cannot change the characteristics of the next generations. Let's not waste time trying to achieve the impossible. Instead let's learn to work with them. Instead of telling them what we believe they should be, let's ask them what they would like to be. Then we can put in place processes to achieve that while also achieving the needs of the organisation and of yourself.
My advice to those aged 50+ and still in the workplace. Develop the ability to become a coach, a facilitator, a mentor and a teacher. You have knowledge and experience. Delivered in an appropriate manner, there are 3 million people coming into the workplace over the next twenty years and they all need what you have. Do this and you will retire happy, satisfied and value beyond your wildest dreams.
Like to know how to develop the ability to lead and teach? Join our Managers as Coaches program for 2009. Go to www.johncoxon.com.au/workshops.html to download an info kit.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Friday, November 28, 2008
Defining success
I've been thinking a lot lately about the definition of success. Everyone has their own interpretation of what success is, and what it is that successful people do to achieve their success.
One of the things that intrigue me most is how often others use 'financial success' as the definition of success. Is this the only true indicator of success? Certainly for some its an outcome of being successful. What about those that achieve success without it resulting in personal wealth? Are they any less successful for it? I don't think so.
I believe success is something one has to work at, regardless of how one defines it.
Success doesn't happen by chance. That is good luck. Success happens because someone makes a decision to actually do something. Taking action is the difference between those that achieve success and those that only talk about doing so.
Success is not a 'big bang' event. It doesn't happen all at once. Achieving success is an incremental process. A process of doing something, over and over again. A colleague of mine refers to this as the 1%er's. These are the people that do 1 new or different thing every day.
Furthermore success is iterative process. This means you have to keep trying. Rarely does success occur on the first effort. Like top sportspeople, success is achieved by practice and more practice. Every attempt is a part of the learning curve. Success takes time and requires patience.
The other aspect that seperates those that are successful from those that are not is the ability to bounce back from setbacks. Many successful people have failed more often than they have succeeded.
So what is my advice to you. Keep trying. When you fall down, pick yourself up and try again. Keep learning and . . .
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
One of the things that intrigue me most is how often others use 'financial success' as the definition of success. Is this the only true indicator of success? Certainly for some its an outcome of being successful. What about those that achieve success without it resulting in personal wealth? Are they any less successful for it? I don't think so.
I believe success is something one has to work at, regardless of how one defines it.
Success doesn't happen by chance. That is good luck. Success happens because someone makes a decision to actually do something. Taking action is the difference between those that achieve success and those that only talk about doing so.
Success is not a 'big bang' event. It doesn't happen all at once. Achieving success is an incremental process. A process of doing something, over and over again. A colleague of mine refers to this as the 1%er's. These are the people that do 1 new or different thing every day.
Furthermore success is iterative process. This means you have to keep trying. Rarely does success occur on the first effort. Like top sportspeople, success is achieved by practice and more practice. Every attempt is a part of the learning curve. Success takes time and requires patience.
The other aspect that seperates those that are successful from those that are not is the ability to bounce back from setbacks. Many successful people have failed more often than they have succeeded.
So what is my advice to you. Keep trying. When you fall down, pick yourself up and try again. Keep learning and . . .
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
What Are Your Final Wishes - Engage With Grace
A short blog entry. Along with 1000's of other bloggers on health related issues we are participating in a global 'blog rally'. This is where one single topic is picked up and discussed simultaneously around the world.
Now I reckon blog rallies will become messy and confusing in the future and we will have trouble deciding which cause to support - just like donating in the real world. Yet I kinda like this topic. It just isn't something we talk about. When we do, and have with friends, some of the topics have been pants-wetting hilarious, others more sombre. The point being this. You can't tell others of your final wishes **after** you have left this earth, so why not do it now?
Download this slide. It contains five questions. Answer them yourself, involve your friends, partner, lover(s) and soul mates. Take it to dinner, to a restaurant, in the car on a trip or to bed, whatever and wherever, just have the conversation.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Saturday, November 22, 2008
For Profit Aged Care in Australia
I wonder if it would be preferable for the aged care sector in Australia to operate as a for profit sector. By this I mean the funding for aged care infrastructure is provided by investors while the funding for residential care is provided by the Commonwealth. Accreditation standards and classification standards could remain in place as process of quality assurance. Instead of the Commonwealth issuing 'bed licences' it could instead offer a 'operator licence'. This licence would be dependent upon the operator meeting the minimum standards of operation and care and being subject to visits from accreditation agencies.
No doubt many could think of reasons why this shouldn't happen. There may be some good arguments in favour and maybe the time has arrived for the discussion and the debate. Clearly it is not something that is going to occur overnight. It may be possible to implement a dual process and let market forces sort out the final result.
Would smaller non profit providers be the losers? Undoubtedly. Market force feeds on scale of economy, systems and processes and the ability to share costs over a wide base. Many, larger, non profits have already moved in this direction. It may be that over the next twenty years the majority of smaller non-profit aged care operators in Australia will have been acquired and merged into larger groups anyway.
The age care sector requires a massive investment towards infrastructure over the next three decades, in addition to simply maintaining wages levels in line with cost of living increases. This is a significant drain on Commonwealth taxes. Why not transfer that cost and risk to institutional investors?
Would the consumer be disadvantaged? Those opposed to this concept will raise this scenario immediately, yet it may not be the case. Look around you. Even today, with vastly improved acceditation standards and continuous improvement processes in place over the past decade, still the papers are full of stories of aged care operators who have a complete disregard for the resident. These breaches continue to occur for a number of reasons, including; poorly trained managers and staff, inadequate enforcement of standards, low levels of funding for staff, resources, equipment and infrastructure and last but not least an inherent belief that you have to literally kill someone before you lose your operating licence. Even if that were to occur the financial cost is viewed differently by the facility operator. Private investors would not tolerate losing their licence to generate revenue and would likely be equally or more diligent in meeting the required legislative requirements.
Just a thought . . . .
John Coxon
Taking You From Frontline Manager to CEO
No doubt many could think of reasons why this shouldn't happen. There may be some good arguments in favour and maybe the time has arrived for the discussion and the debate. Clearly it is not something that is going to occur overnight. It may be possible to implement a dual process and let market forces sort out the final result.
Would smaller non profit providers be the losers? Undoubtedly. Market force feeds on scale of economy, systems and processes and the ability to share costs over a wide base. Many, larger, non profits have already moved in this direction. It may be that over the next twenty years the majority of smaller non-profit aged care operators in Australia will have been acquired and merged into larger groups anyway.
The age care sector requires a massive investment towards infrastructure over the next three decades, in addition to simply maintaining wages levels in line with cost of living increases. This is a significant drain on Commonwealth taxes. Why not transfer that cost and risk to institutional investors?
Would the consumer be disadvantaged? Those opposed to this concept will raise this scenario immediately, yet it may not be the case. Look around you. Even today, with vastly improved acceditation standards and continuous improvement processes in place over the past decade, still the papers are full of stories of aged care operators who have a complete disregard for the resident. These breaches continue to occur for a number of reasons, including; poorly trained managers and staff, inadequate enforcement of standards, low levels of funding for staff, resources, equipment and infrastructure and last but not least an inherent belief that you have to literally kill someone before you lose your operating licence. Even if that were to occur the financial cost is viewed differently by the facility operator. Private investors would not tolerate losing their licence to generate revenue and would likely be equally or more diligent in meeting the required legislative requirements.
Just a thought . . . .
John Coxon
Taking You From Frontline Manager to CEO
Friday, November 21, 2008
Boring, boring, boring
This blog is boring. Well that is not actually true. I just wanted to draw your attention to the fantastic offer I am about to make.
Would you like to participate in free management coaching? It’s an easy question to answer. Yes or No. If yes please read on.
Throughout 2009 I will be delivering a series of management workshops throughout Australia and New Zealand. At each event, on either the evening prior or the evening after I will be holding court in a lounge at the venue. I will be providing free, no obligation, coaching to those in attendance. I will help you solve management issues, develop competencies, reduce stress and enjoy your work more. It’s free, no cost, no obligation, no books, no CD’s, no hidden agenda’s or products and definitely no hard sell. If you are there you benefit from the combined knowledge of all in attendance. If you are not there then you miss out. Whether 5, 50 or 500 turn up I will find a place for us to work together. If need be we will move out into the street and work there.
Why am I making this offer? I operate a successful consultancy working with managers in the health, aged care and not for profit sector. The work I do allows me to travel throughout the two best countries in the world. It allows me to spend time with my wife, Liz, to enjoy holidays together and it allows me to spend time with my children, Tara and Byron. I do what I love and I love doing it. I also like to give back as much as I get. Most management advice is freely available. If you had the time you could read all the books, articles, blogs, research reports, white papers I do. After many years as a management coach I have learned one irrefutable fact. Most people can access information. What they need me to do is help them develop and implement the action plans that convert knowledge into results. By coming along, meeting me, letting me meet you, it means that when you do call me seeking my help we already have had contact. You are comfortable with and we spend less time becoming comfortable and move quickly to help you reduce stress and enjoy your work.
How do you register for these events? You don’t. Just turn up. If you wish you may SMS me a message on +61427390376 the day prior, regardless I will be there.
How do you find out about dates and times? Firstly, go our either of our websites, www.johncoxon.com.au or www.johncoxon.co.nz and follow the link to services and to workshops. Here you will find details of cities, venues and dates. Court will be in session from 5.30-7.00pm.
Secondly, sign into www.twitter.com and follow john_coxon, here you will see announcements of dates and venues also. You could also return to this blog in one week and you will see a list dates on here.
Are you in? What have you got to lose? Absolutely nothing. What value on the stuff you learn? Priceless.
Let me help you reduce stress and enjoy your work as a manager.
John Coxon
Thursday, October 9, 2008
Staff retention
Health providers in Australia and New Zealand, along with health providers in every developed and developing nation, are facing the impending impact of labour shortages. News media worldwide carries stories daily of the shortage of qualified medical staff at every level. Baby boomer, leaving aside current financial blues, are leaving the workplace to retire or work part time and that trend will continue to many, many years.
The healthcare sector embraces the extremes of earning capacities from highly paid specialists at one end of the scale to personal care attendents in aged care at the other end of the scale; in the middle are corps of nurses and medical staff. The majority of those employed in the health sector earn an average salary, the same as other people do in other industry sectors.
For the past five years Western Australia has dragged people away from other states to feed the mining sectors insatiable need for staff. There is no end in sight to that trend. The Western Australian situation does provide an insight into the problems a nationwide labour shortage may create.
The reality is that no single organisation, or industry sector, can prevent a shortage of labour. The shortage is being driven by shifting demographics as 20-30% of the population moves into retirement age. Health providers cannot afford the luxury of focussing on how they attract people to work for them; they must, instead, focus on how to prevent people leaving their organisations. If there was ever a time to be recognised as an employer of choice then that time is now.
The best people are attracted to the best employers. It doesn't take a Government funded research project to understand that. Good people do not tolerate mediocrity for long and when the shortage of labour drives up the price of labour; they dont tolerate mediocrity at all. Many, many employers will discover this for themselves over the next decade or two.
There is a number of things a health provider can do to improve its staff retention rate. Firstly, choose the right people to be managers and provide them with an appropriate level of professional development, coaching and mentoring. Secondly choose the right people full stop. Regardless of who you are hiring, hire them for their competencies and their demonstrated ability to do the required job, not for their technical knowledge or diplomas.
The younger generation of workers bring a far greater level of diversity to any organisation than at any time in the past. As much as you spend time and money on cultural diversity, spend more money on learning about and understanding how generational diversity can work effectively together.
A labour shortage will reverse one of the more insidious trends of the past two decades; that being to condemn mature workers to the scrap heap. It is possible employers will come to realise the inherent benefits in retaining knowledge and passing that knowledge on by mixing the old with the young. Mature workers, like younger generations, have their own needs and wants. As an employer you will need to retain mature workers for as long as possible - and you compete with their desire to spend the kids inheritance.
There is more, much more. Learn about various employer of choice programs and awards and put yourself on display. Even if you dont win you will serve notice to your employees that you wish them to remain on board.
Whatever you do, the solution does not rest with increased remuneration. You will never be able to compete with those driven only by the need for more money. Don't waste time on them, instead focus on the majority of your employees who simply want you to operate in a sustainable manner for the long term, be paid a level of salary that doesnt create stress, be treated with dignity and respect and be valued for their contribution - regardless of their age or position.
The healthcare sector embraces the extremes of earning capacities from highly paid specialists at one end of the scale to personal care attendents in aged care at the other end of the scale; in the middle are corps of nurses and medical staff. The majority of those employed in the health sector earn an average salary, the same as other people do in other industry sectors.
For the past five years Western Australia has dragged people away from other states to feed the mining sectors insatiable need for staff. There is no end in sight to that trend. The Western Australian situation does provide an insight into the problems a nationwide labour shortage may create.
The reality is that no single organisation, or industry sector, can prevent a shortage of labour. The shortage is being driven by shifting demographics as 20-30% of the population moves into retirement age. Health providers cannot afford the luxury of focussing on how they attract people to work for them; they must, instead, focus on how to prevent people leaving their organisations. If there was ever a time to be recognised as an employer of choice then that time is now.
The best people are attracted to the best employers. It doesn't take a Government funded research project to understand that. Good people do not tolerate mediocrity for long and when the shortage of labour drives up the price of labour; they dont tolerate mediocrity at all. Many, many employers will discover this for themselves over the next decade or two.
There is a number of things a health provider can do to improve its staff retention rate. Firstly, choose the right people to be managers and provide them with an appropriate level of professional development, coaching and mentoring. Secondly choose the right people full stop. Regardless of who you are hiring, hire them for their competencies and their demonstrated ability to do the required job, not for their technical knowledge or diplomas.
The younger generation of workers bring a far greater level of diversity to any organisation than at any time in the past. As much as you spend time and money on cultural diversity, spend more money on learning about and understanding how generational diversity can work effectively together.
A labour shortage will reverse one of the more insidious trends of the past two decades; that being to condemn mature workers to the scrap heap. It is possible employers will come to realise the inherent benefits in retaining knowledge and passing that knowledge on by mixing the old with the young. Mature workers, like younger generations, have their own needs and wants. As an employer you will need to retain mature workers for as long as possible - and you compete with their desire to spend the kids inheritance.
There is more, much more. Learn about various employer of choice programs and awards and put yourself on display. Even if you dont win you will serve notice to your employees that you wish them to remain on board.
Whatever you do, the solution does not rest with increased remuneration. You will never be able to compete with those driven only by the need for more money. Don't waste time on them, instead focus on the majority of your employees who simply want you to operate in a sustainable manner for the long term, be paid a level of salary that doesnt create stress, be treated with dignity and respect and be valued for their contribution - regardless of their age or position.
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