“Why Are We Working Harder And Enjoying It Less?” Michael Heitt, Psy.D.

Clinical Psychologist Faculty and Staff Assistance Program (FASAP) Johns Hopkins University and Hospital 410-955-1220 [email protected]

What’s the problem?

Demands for increased productivity, performance, and quality of services...

with limited or reduced resources.

When you do a job well, you are “rewarded” by being asked to do more.

“Don’t tell me how hard you work. Tell me how much you get done.” -James Ling

What are the

effects

of this?

     Resentment Feeling undervalued Job burnout Workaholism Professional jealousy.

What are the effects of this? (cont’d)        Loss of staff/job turnover Sabotage, hostility, acting out Imbalance between work and life Damage to relationships at home Decreased productivity/absenteeism Stress, anxiety, depression Health problems.

“Executive Monkeys”  J. Brady, 1958

“Hard work spotlights the character of people: some turn up their sleeves, some turn up their noses, and some don’t turn up at all.” -Sam Ewing

Why does this happen?

 Bottom line ... $$$     Technological “conveniences” – E-mail, voicemail, faxes, overnight delivery Competition Organizational politics and bureaucracy Organizational change.

Why does this happen? (cont’d)     Understaffing 24-hour service delivery demands Multiple customers – Patients, students, faculty, employees, etc Appropriate displacement of demands from the top down  ... and because you are competent, reliable, and valued.

“Change is such hard work.” -Billy Crystal “Can anybody remember when the times were not hard, and money not scarce?” -Ralph Waldo Emerson

Brief Discussion: “What can

I

do to minimize these problems and increase my job satisfaction/enjoyment?”

What can I do about it?

    Create balance between work and life Schedule non-work down-time activities Take time off – Vacation, sick leave, etc Find rewards from work  Develop a stress management plan.

What can I do about it? (cont’d)    Prioritize demands Set appropriate limits and boundaries Learn how to say “no”  Set regular meetings with your supervisor to reassess and reinforce these.

What can I do about it? (cont’d)     Develop/refine organization skills Use scheduling aids – PalmPilot, Franklin Planners, etc Anticipate and plan for the future Develop/refine problem-solving strategies and techniques.

What can I do about it? (cont’d)       Train your staff – Cross-training, skill-building Delegate tasks Have someone screen your emails and voicemails Develop and strengthen a strong team Communicate with your staff Consider flex-scheduling, work-at-home, and other flexible practices.

“Wheel of Life”  Copyright 2000 The Dwyer Group

“If you want something done, ask a busy person to do it. The more things you do, the more you can do.” -Lucille Ball

Faculty and Staff Assistance Program (FASAP) The Faculty and Staff Assistance Program is the employee assistance program for the Johns Hopkins Institutions. FASAP provides confidential services to employees and their dependents and significant others. FASAP provides consultation and training to supervisors and work organizations through confidential, timely problem identification and assessment to improve employee job performance and productivity. FASAP is a personnel benefit of the institutions, providing compassionate care and respecting the diversity that reflects our community.

410-955-1220 or 410-516-3800 http://www.jhu.edu/~hr1/fasap/fasap.htm