During times of workforce uncertainty and market changes, burnout among managers and staff can dramatically increase. The increased pressure to maintain the same levels of productivity and growth even during times of difficulty sets unrealistic expectations for employees and leads to declining outputs and mental health concerns.
As mentioned in the article “Leadership in the Storm: Why You Need an Umbrella, Not a Bucket,” managers often attempt to act as a bucket during these times, collecting all the uncertainty, extra tasks, and additional stress to minimize or reduce the blunt effects of burnout.
Open Minds founder and Chief Executive Officer Monica Oss worked with colleagues to apply this concept directly to practice, providing specific examples of ways to transition from “buckets” to “umbrellas.” This concept is especially helpful for child welfare and human services practitioners, who often have significant task loads and responsibilities to help families and children but may be unable to accomplish everything on their own.
Some examples are listed below:
- Stop Insulating the Management Team: Instead of isolating staff from the realities of the current market, ensure that they are prepared to be able to adapt to sudden changes that may affect them. Staff frequently request transparency in the workplace and an opportunity to be part of the solution when times are challenging. Engaging staff in both the issue and solution can create a stronger team.
- Stop Being Opaque: When conflict arises, be realistic about its effect on the workplace and potential changes as soon as they are on the horizon, ensuring trust and clarity during times of uncertainty.
- Stop Operating in a Fear-Based Mode: Lift up “future-focused” ideas that prioritize proactivity, rather than operating out of “decision paralysis” and relying on what has been done in the past. Engaging staff and partners in brainstorming sessions regarding pain points can garner significant positive impact for change.
- Start Acknowledging ‘The Discomfort of the Chaos’: Be transparent in facing challenges and invite input from staff, trusting that they have a vested interest in success and meaningful engagement with their team to contribute. Change is often difficult for employees, so providing frequent updates, even if it is just to share that there isn’t an update, can foster trust and a sense of shared purpose.
- Start Promoting Psychological Wellness: Emphasizing the strengths of a team can go a long way in promoting creativity among staff and increasing workplace wellness
- Start Adopting Radical Transparency with Strategic Reassurance: Attempt to provide reassurance about the possibility of new opportunities by saying to staff “Here’s what we know, here’s what we don’t, and here’s how we’ll move forward together”.
With many human services fields experiencing times of uncertainty, strategic leadership approaches like those above will support a reorientation towards becoming an “umbrella,” maintaining focus on longevity.
SPI is working with multiple counties, including Tulare and Ventura County, to support the development of their Wellness Systems of Care and their use of “bucket” leadership models to increase capacity and teaming during these times of uncertainty. Learn more about this work here.
