1

RESILIENCE FOR EMPLOYEES AND SUPERVISORS

Presented by: Judith GissyPCC, LICDC, NCAC II, SAP

“© 2017 Bethesda Healthcare, Inc. All rights reserved.

Copying or reproducing this document is strictly prohibited."

2

TriHealth EAP is a part of the Corporate Health division of the TriHealth Healthcare

System. We provide:

• Assessment

• Referral

• Counseling

• Crisis Intervention

• Work/life services

• Management Consultation

• Workplace Training

3

This image cannot currently be displayed.

TRAINING GOALS:

1. To define resilience, and discuss the characteristics of resilient people

2. To discuss how supervisors can develop greater resilience

3. To introduce methods supervisors can use to develop greater resilience in employees

2

4

RESILIENCE

• The ability to be successful, in the midst of a high-pressured, fast-paced and continuously changing environment

• Supervisors play a key role in employee resilience

• Supervisors need to develop and maintain their own resilience, while at the same time creating conditions that are conducive to employee resilience.

• So what are the characteristics found in resilient people, and how can a supervisor develop these characteristics in themselves, and in the employees in their charge?

5

THEY HAVE PERSPECTIVE

• Perspective is the ability to mentally transform obstacles into temporary challenges.

• It is based on the belief that we can’t change the events in our lives, but we can change how we interpret and respond to those events.

• Resilient people see problems as part of life, and view each one as an opportunity that can be surmounted.

• They are able to set goals, and work towards those goals with commitment, intensity and persistence.

6

WE CAN IMPROVE OUR PERSPECTIVE BY . . .

• Taking a step back, trying to see the larger picture in each situation

• Working to understand why situations occurred & certain decisions were made

• Accepting that our workplace has changed and will constantly keep changing and restructuring

• Developing realistic perceptions and expectations• Visualizing what we want rather than what we fear• Looking for the challenge and opportunity in each crisis• Writing out the successful “best possible scenario” for

each situation

3

7

• Providing structure & stability

• Giving employees the “big picture” of the situation, why it’s occurring and the company’s long-term goals

• Being willing to answer questions

• Listening and acknowledging employees’ concerns

• Being honest about the our feelings and new perspectives

• Continue to keep employees apprised of new situations as they arise

WE CAN HELP EMPLOYEES

DEVELOP PERSPECTIVE BY . . .

8

THEY FEEL EMPOWERED

• Often times in stress or crisis, we feel buffeted by circumstances beyond our control.

• These “hopeless and helpless” feelings can keep us paralyzed.

• A resilient person is still able to feel empowered, even in the most difficult of situations.

• While they see the situation clearly, they believe their actions could still make a difference.

• They are able to view themselves as a survivor, not a victim.

9

WE CAN EMPOWER OURSELVES BY . . .

• Making a list of “things I am in control of” in this situation

• Remembering a time that we were resilient in the past

• Curtailing negative thinking & promoting positive thinking

• Identifying and correcting our negative internal dialogue

• Use “thought stopping techniques” for negative thinking

• Using affirmation, such as, “I am strong and capable; or “Just take it one day at a time;” or “This isn’t pleasant, but I’ll be okay;” or “I’ll be all right because . . . ”

4

10

WE CAN EMPOWER EMPLOYEES BY . . .

• Fostering acts of leadership through the entire system

• Demonstrating to employees that we have a great deal of trust in them

• Giving employees the authority to make basic everyday decisions

• Knowing the level of empowerment that is appropriate for the employee’s skill level and job responsibilities

• Giving clear & specific positive feedback, through both formal and informal methods.

11

THEY USE GOOD PROBLEM-SOLVING SKILLS

• Once we can calm ourselves and think clearly, we are able to “attack the difficulties” through direct action.

• In any situation, there are still some things within our control.

• Resilient people have learned how to solve problems to meet the demands of daily life and handle problems when they arise.

• They learn to shape their environment whenever possible, and adjust to it when necessary.

12

WE CAN EFFECTIVELY PROBLEM-SOLVE BY. . .

• Asking ourselves neutral “learner questions”

• Making a list of all of our options in a situation

• Taking small simple steps towards a solution

• Brainstorming ideas with managers & supervisors

• “Travelling to the clues”

• Deciding on a course, but leaving the other options “on the table” for the future

5

13

WE CAN HELP EMPLOYEES PROBLEM-SOLVE BY:

• Inviting forums for discussion and sharing of ideas and potential solutions

• Soliciting opinions and being open to new ways of adapting to changes

• Experimenting with new ways of working to better meet business goals and employee’s needs

• Allowing for mistakes in the beginning, with the understanding that decisions can be re-decided

14

THEY HAVE GOOD COPING SKILLS

• Difficult situations trigger a variety of negative feelings, such as fear, grief, frustration, anger, guilt, anxiety, regret, and disappointment.

• If overwhelmed by these feelings, it is difficult to think clearly to take action.

• Resilient people have learned how to effectively cope with their feelings as part of the problem-solving process.

• They learn how to openly explore their emotions and express them in a healthy way, in the context of the job.

• They have discovered how to experience the positive emotions despite the negative emotions in the situation.

15

WE EXERCISE GOOD

COPING SKILLS BY . . .

• Expressing and releasing our feelings to supportive people.

• Using journaling, or other arts to release tension & gain insight.

• Seeking out support groups or attending counseling to ventilate feelings & obtain support.

• Calming ourselves through meditation, relaxation, and/or creative visualization (constructive daydreaming)

• Noticing & appreciating “today’s” positive experiences

• Keeping a positivity ratio of three to one

6

16

WE CAN ENCOURAGE COPING SKILLS IN EMPLOYEES BY:

• Providing opportunities to connect with coworkers and debrief difficult situations on the job

• Informing employees of CONCERN’s employee assistance program

• Having an open door policy

• Arranging trainings on coping skills, such as stress management, communication skills, conflict management, and decision-making

• Create an environment of openness and honesty, particularly in dealing with difficult situations

17

THEY MAINTAIN MEANINGFUL CONNECTIONS

• Our support systems are essential to good resilience.

• Our friends, family, and social groups help us with good information, a sounding board, concrete services, and feedback on our behavior.

• Strong social supports are strongly connected to healthy aging and longevity.

• Resilient people have a strong support system and utilize them often to cope with situations as they occur.

18

WE CAN UTILIZE GOOD CONNECTIONS BY . . .

• Maintaining social rituals, routines, and traditions

• Maintaining supportive social networks, through friends, clubs, and/or church groups

• Practicing asking for help

• Maintaining close relationships with our extended family• Using role models to learn how to handle situations

• Understanding how to access community resources• Finding positive supportive relationships of people who

will listen to us and encourage our best selves

7

19

WE CAN HELP EMPLOYEES FEEL CONNECTED BY . . .

• Staying active and involved in the workplace

• Being familiar with the type of work the employees do

• Interacting in an informal way with employees on a regular basis

• Showing an active interest in each employee’s viewpoint

• Believing in each employee’s potential

• Practicing appropriate conflict resolution skills

• Fostering teamwork among employees

20

THEY ARE CONSTANTLY GROWING AND DEVELOPING

• An important ingredient of resilience is continuing to grow and develop

• New experiences give us stability, feelings of competence and “fill the well” of confidence.

• A resilient person utilizes difficult situations to learn new skill, gain more knowledge, and expand their understanding.

• They continue focusing towards a larger goal, rather than responding from crisis to crisis.

21

WE CAN CONTINUE DEVELOPING BY:

• Identifying our own “skill gaps” as Supervisors

• Meeting with our own supervisors to determine what skills might help us in the future

• Setting goals of what we would like to accomplish in our personal and professional lives

• Attending continuing education on subjects that can help us expand our repertoire and skill level

• Finding ways to network with other supervisors

• Reading literature on theories of leadership

8

22

• Encouraging the development of professional goals

• Coaching employees to help them determine what they need

• Helping identify the gaps in the employee’s skills or training needs

• Providing referrals for any off-the-job problems

• Providing encouragement and building self-confidence

• Identifying training opportunities

SUPERVISORS CAN ENCOURAGE EMPLOYEE DEVELOPMENT BY:

23

THEY TAKE CARE OF THEMSELVES

• When in “survival mode,” it’s very easy to neglect our own needs.

• Not eating, ignoring exercise, and not getting enough sleep creates a “vicious cycle,” as it increases our stress level.

• We are best able to tackle the situations the world throws at us when we’re in our optimum physical condition.

• Someone with resilience actively works to protect and enhance physical resilience by taking care of the basics.

24

WE CAN TAKE CARE OF OURSELVES BY. . .

• Having a daily self-care routine

• Eating healthy, including whole grain foods, fruits and vegetables, and frequent use of water

• Obtaining adequate sleep

• Obtain regular exercise, including a more active lifestyle, stretching, exercise, and recreational activities

• Making time for activities we enjoy

• Obtaining regular physical checkups

• Abstaining (or quitting) tobacco products

9

25

WE CAN ENCOURAGE EMPLOYEES TO CARE FOR THEMSELVES BY

• Encouraging work-life balance

• If possible, allowing for some time flexibility

• Keeping employees informed of all of their benefits

• Creating healthy programs in the workplace, such as walking, other exercise

• Encouraging participation in wellness programs, if applicable

• Help employees access resources for self-care

26

WITH GOOD RESILIENCE SKILLS, WE

CAN BETTER SURVIVE

AND THRIVE THROUGH

LIFE’S DIFFICULT

SITUATIONS.