Coping with Burnout in General Practice: Leadership Strategies
Tackling and
Avoiding
Burnout
Nicky Hart: CEO, Feilding Health Care.
September 2021
Overview
•
General Practice team context.
•
There is some scope for optimism and opportunity – let’s find it.
•
How do we address burnout and what do we do as leaders?
Context of burnout in General Practice
More General Practice Context
•
High burn out rates amongst General Practice Staff.
•
Constantly dealing with problems that have few or no solutions – volumes and complexity of
presentations.
•
Limited time to explore solutions and understand organisational problems – balancing act between
patient and staff needs.
•
Others often looks to leaders and managers to help when they are feeling exhausted or stressed.
•
Clinicians are often practice leaders, managers and directors.
•
Often one person to do a lot of management roles –HR support, Finance, Analyst, Board secretary,
Health and Safety etc.
•
Often hard to lead others when we are heading toward burnout or burnt out ourselves.
•
More risk burn out in rural / understaffed areas.
Influence of culture and leadership on burnout
Leadership opportunities
Once you’ve done some self care, muster the
energy for…
•
Don’t be so hard on yourself or your team
•
Be optimistic and use positive language
•
Set a good example with behaviour,
understanding and caring about staff and
teams.
•
Turn of 24/7 technology and give other
permission to do so too.
•
Supportive teamwork - mitigation
•
Psychological support - mitigation
Things that have been useful for our practice
•
Survey staff for anonymous feedback
•
Consider your business model – does it promote a whole of organisation and team
approach or does it increase stress on individuals?
•
Inhouse professional supervision and peer support
•
HR support (ad hoc / contracted). Found someone that understands our operating
environment.
•
Add staff wellbeing as an agenda item at Director / owner meetings
•
Offer flexibility in scheduling for clinicians – allowing for exercise at lunchtime or virtual
care at a time that suits.
•
Supportive rather than directive communication from DHBs and PHOs / MoH.
Culture stuff –
Our learnings
•
Year on year improvement –survey as
benchmark
•
It’s ok to have Friday off!
•
It’s ok to go to the gym at lunchtime.
•
It’s ok to have a sick day.
•
Share responsibilities – other people can and
should do your job if you are not here.
•
Everyone contributes differently to the
organisation (+ and -), and everyone will work at
different rates and pace. Look down from the
balcony, rather than use appointment book as
productivity measure.
Wellness Perks @ FHC
•
Four free consultations per year with Nurse or Dr.
•
Staff can have a paid birthday off
•
Access to EAP and counselling
•
Free fruit
•
15-minute massage slots once per week.
Exploring having an onsite counselling / prof supervision service as alternative to
EAP
Reference material
Julia Fernando Dr Devin Gray (Kings Fund)
2020 Workforce survey - RNZCGP
Addressing burnout in general practice is crucial for leaders. This content explores the causes of burnout, the impact of culture and leadership, and offers practical strategies for mitigating burnout through supportive leadership approaches and organizational interventions.
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Presentation Transcript
Tackling and Avoiding Burnout Nicky Hart: CEO, Feilding Health Care. September 2021
Overview General Practice team context. There is some scope for optimism and opportunity let s find it. How do we address burnout and what do we do as leaders?
Context of burnout in General Practice Consultations Stress Funding Unrelenting demand. Chronic excessive workload. GP Workforce Patient experience
More General Practice Context High burn out rates amongst General Practice Staff. Constantly dealing with problems that have few or no solutions volumes and complexity of presentations. Limited time to explore solutions and understand organisational problems balancing act between patient and staff needs. Others often looks to leaders and managers to help when they are feeling exhausted or stressed. Clinicians are often practice leaders, managers and directors. Often one person to do a lot of management roles HR support, Finance, Analyst, Board secretary, Health and Safety etc. Often hard to lead others when we are heading toward burnout or burnt out ourselves. More risk burn out in rural / understaffed areas.
Influence of culture and leadership on burnout Culture Leadership The way things are done The behaviors and attitudes of staff Culture is a window into the heart of a practice Is powerful in shaping the experience of patients and staff Huge influencer of culture. Every action, every day by practice leaders, shape the culture. Leaders create the environment that enables people to do their job or not.
Leadership opportunities Once you ve done some self care, muster the energy for Don t be so hard on yourself or your team Be optimistic and use positive language Set a good example with behaviour, understanding and caring about staff and teams. Turn of 24/7 technology and give other permission to do so too. Supportive teamwork - mitigation Psychological support - mitigation
Things that have been useful for our practice Survey staff for anonymous feedback Consider your business model does it promote a whole of organisation and team approach or does it increase stress on individuals? Inhouse professional supervision and peer support HR support (ad hoc / contracted). Found someone that understands our operating environment. Add staff wellbeing as an agenda item at Director / owner meetings Offer flexibility in scheduling for clinicians allowing for exercise at lunchtime or virtual care at a time that suits. Supportive rather than directive communication from DHBs and PHOs / MoH.
Year on year improvement survey as benchmark It s ok to have Friday off! It s ok to go to the gym at lunchtime. It s ok to have a sick day. Share responsibilities other people can and should do your job if you are not here. Everyone contributes differently to the organisation (+ and -), and everyone will work at different rates and pace. Look down from the balcony, rather than use appointment book as productivity measure. Culture stuff Our learnings
Wellness Perks @ FHC Four free consultations per year with Nurse or Dr. Staff can have a paid birthday off Access to EAP and counselling Free fruit 15-minute massage slots once per week. Exploring having an onsite counselling / prof supervision service as alternative to EAP
Reference material Julia Fernando Dr Devin Gray (Kings Fund) 2020 Workforce survey - RNZCGP
