Physician burnout is one of the most pressing issues facing hospitals and health systems today. While leaders may feel powerless in fighting this issue, there are concrete steps they can take to help reduce the stressors that lead to burnout and provide resources to help physicians cope with its symptoms.
Mike Harbour, one of the leading voices in healthcare management, is the president and founder of Harbour Resources, a leadership consulting, training and talent management firm based in Little Rock, Ark. He has spent the over 20 years in the healthcare industry as a leader in hospital operations, leadership development and executive search.
Mr. Harbour took the time to speak with Becker's Hospital Review about the five actions healthcare leaders can take to reduce physician burnout. They are presented here in Mr. Harbour's own words.
1. Seek first to understand. "As Stephen Covey writes in his 7 Habits of Highly Successful People, we must seek first to understand before seeking to be understood. Leaders need to understand their physicians and their work environment in order to address burnout. Oftentimes leaders get so focused on what's right in front of them, the problem they need to solve today or the bottom line they're chasing, that they forget about those on the frontline.
One in three physicians exhibits symptoms of burnout. These are symptoms we can recognize if we take the time to look, and we know what we are looking for.
Male and female physicians experience burnout differently, and leaders who are attuned to their unique symptoms will be better equipped to combat burnout. In women, some of the early warning signs are exhaustion and a feeling of not being able to recharge their batteries, which is followed by blaming the patient or lashing out at staff and coworkers.
Men, on the other hand, become cynics first. They'll begin to blame patients and clients, and then they experience exhaustion. We've got to find out what the experiences look like and how to identify them and work through them to overcome burnout.
Knowing symptoms of burnout is essential for leaders. They must equip all staff with the tools to understand these issues as well. Leaders must help physicians understand their 'Why.' Why did they go into medicine and choose the specialty they're in? If a leader can connect them to their calling, the benefits of the job will overcome the detractors that lead to burnout."
2. Provide resources to physicians to help them overcome burnout and push toward self care. "Physicians, from an early stage in life, push themselves hard. They grow up studying more than anyone else, put more hours into their training than anyone else, and by the time they get to medical school there is rarely time for other activities to help balance their life.
When physicians enter the workforce, they've got to see patients and perform all the tertiary administrative duties that go along with that. Healthcare leaders should offer services such as peer support luncheons, coaching or workshops to help physicians escape from the grind of work and connect with people who can offer a thoughtful ear and some helpful advice."
3. Encourage personal sabbaticals. "Most people take work with them on vacation, so it is important to frame vacations as sabbaticals. These are essential for creating a good work-life balance. Leaders must provide tools for them to go on these sabbaticals and give them resources on how to get back to their 'Why.'
Most physicians chose their career because they wanted to take care of people, and providing them with resources, such as books to take with them, can help reduce feelings of guilt during vacations while also spurring personal growth.
At the hospital, leaders should create exercise clubs, where physicians can to take care of themselves physically. To help with mental health, organizations can curate non-denominational spiritual clubs. In healthcare today we have people from all different spiritual backgrounds, and leaders should help them grow in their faith while still at work. It doesn't have to be any longer than 30 minutes every week or so, but this nominal time commitment could be extremely beneficial in helping them open their minds and hearts."
4. Offer classes to develop communication and leadership skills. "At medical school, physicians learn the complicated craft of delivering care. They don't learn to communicate or lead others, and while many physicians are fantastic in these areas, many others could benefit from additional classes. If organizations offer classes that develop communication skills, they can help physicians interact with colleagues and patients alike. With classes that focus on communication, team building and accountability, physicians can not only be more effective with patients but also improve their ability to communicate emotional problems such as stress and burnout to the necessary parties."
5. Find ways to engage physicians in the future. "Leaders are dealers in hope, and hope is a confident expectation in a better future. Any time leaders can involve physicians in crafting that future, the better off an organization will be. Whether it's strategic planning, vision casting or goal setting, leaders do not often include the most important frontline players in discussions of the future. How can organizations involve clinicians instead of just paying them lip service? I'm not just talking about two days at the end of the year, but consistent meetings every month to truly foster engagement and two-way communication.
The same thinking that got organizations to where they are today won't get them to tomorrow. A major paradigm shift is necessary. Physicians need to be involved in the future and they need to know they are essential for growth of an organization. That's what they want, that's what they're worried about, and if hospitals can emphasize the partnership between leaders and physicians, engagement will increase and help curb burnout."