CODAC Management Manual

Your overall responsibility as a leader does not change when leading hybrid teams. While the tactics you use will need to evolve, your ultimate goal will remain to lead your team to results. • Planning - In a hybrid organization, continue to define goals and map out a path to achieve future organizational performance as efficiently and effectively as possible. You are no longer limited to a fully remote or fully on-site team, so in many ways more options are available to you and your hybrid team. • Organizing - The organizing function involves making decisions about how tasks will be grouped together, structured and delegated. You are able to do this without being limited to a set location where work can be performed or a single time zone. • Leading - As the leader of a hybrid team, continue setting a positive example for employees through your words, actions and interpersonal influence that will infuse them with a desire to perform at a high level. • Controlling - Continue to monitor the work of your employees to ensure that performance standards are being met consistently. Stay in tune with what team members are doing and how they are progressing toward the results that are needed to drive organizational performance. When you think about leading a hybrid team in the context of the four functions of management, it suddenly seems less "different" and more manageable. Just as you have learned how to use new tech systems or equipment and helped your team navigate the transition in the past, you will use the same approach to leading a hybrid team and empowering your employees to excel. COMPASSION FATIGUE Working as a healthcare professional, especially a manager in healthcare, leads to prolonged exposure to other people’s trauma which can lead to compassion fatigue vulnerability. Compassion fatigue is the physical and mental exhaustion and emotional withdrawal experienced by those who care for sick or traumatized people over an extended period, this differs from burnout, as burnout primarily focuses on everyday stresses. Supporting others, can be taxing and, over time, result in compassion fatigue. “Leaders and managers have been asked to double down on empathy in support of team members recovering from grief, loss, productivity, and lapses in overall performance” (Brennan, 2015, para 6). SIGNS OF COMPASSION FATIGUE: 1. Genuine disinterest in your team 2. Loss of interest in work activities you once enjoyed 3. Lowered concentration and diminished productivity 4. Irritability, apathy, or frustration 5. Feeling overwhelmed by work demands 6. Pessimism or “us vs. them” attitude 7. Notice physical symptoms such as lack of sleep, appetite changes or gastrointestinal manifestations of stress. HOW TO ADDRESS COMPASSION FATIGUE: 1. Make self-care routine: managers often encourage employee self-care, but at times neglect their own. When you do not take care of yourself, you can compromise your ability to manage your reactions, be present for your team, and empathize with your employees. Self-care boosts resilience and demonstrates the behavior that you often suggest for your employees. Know when to turn off the computer and when to focus on your well-being.

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