UPCOMING WEBINARS
Thriving in Dizzying Change
RESEARCH YOU WANT TO KNOW
Coaching Physicians on Burnout-Jan 22nd Cultural Competency & Women in Leadership-Feb 14th
COACHING REPORT
DIRECTOR'S CORNER
Leadership and Stress: A meta-analytic review
IOC Roundtable Learning Event - DC
Thank You for Being Late by Thomas L. Friedman
EVENTS
Beth Frates, MD on Lifestyle Tips to Help Clients Thrive
January 2018
BOOK OF THE MONTH
COACHX
“Today is the slowest rate of change we will ever experience.”Jonathan McDonald “Change is changing.”Torben Rick How’s that for delivering a kickstart to your amygdala (i.e. fear)? Even better, if you haven’t done so, read Tom Friedman’s book on the age of accelerations (Thank You for Being Late), our featured book this month, which chronicles four forces driving accelerating and changing change: technology, globalization, climate change, and population growth. All together these forces make our future impossible to predict, while fueling scary scenarios. What is important to coaches here? Friedman shares in his book a graph described by Astro Teller at Google: The human capacity to change and adapt isn’t fast enough to keep up. Teller was referring only to change brought about by technology. Add the other three forces of accelerating change and we go from afraid to dizzy. Given that coaching is the professional competency devoted to helping people change -- self-innovation you might call it -- coaches are now called to the front lines of dizzying change to become leaders, innovators, and collaborators as we noted in the opening of our 2017 IOC conference. Inspired by our age of accelerations, the emerging Institute of Coaching strategic themes are: Lead the dissemination of the coach approach to everyone Invent new approaches to helping people grow faster than ever before Help people thrive while changing and growing Let’s focus today on the third theme. It’s not surprising that instead of keeping up with accelerating change, burnout is rampant. To help leaders, The Harvard Business Review has a category called STRESS that just featured “To Recover from Burnout, Regain Your Sense of Control.” In July 2016, we explored in a webinar by Harvard physician and executive coach Gail Gazelle and our coaching report, how coaches can help address the healthcare crisis of physician burnout. This month, our next IOC webinar on burnout is led by two physicians, Drs. Steven Adelman and Les Schwab, in the trenches delivering coaching to struggling physicians in order to help them restore their mental health, elevate their performance, and get onto a path toward thriving rather than giving up. Our featured research paper, a meta-analysis of leadership and stress, suggests that higher levels of stress and burnout are associated with lower levels of transformational leadership. Hence the impaired ability to engage in self-transformation and facilitate transformational leadership may well be a close companion of stress and burnout: Dizzying change causes burnout, and burnout impairs the transformational change needed to navigate dizzying change. Never before has the art and science of coaching, i.e. facilitating change and transformation, in leadership, healthcare and wellness, and life, been more timely and compelling. Let’s raise our games together.
Director's Corner
Happy New Year! — Coach Meg
Author: Harms, P.D.,Crede, Marcus,Tynan, Michael,Leon, Matthew,Jeong, Wonho Citation: The Leadership Quarterly Volume 28, Issue 1, February 2017, Pages 178-194 Post Date: February 28, 2017 Leadership and Stress: A meta-analytic review Abstract Stress has been implicated as an important determinant of leadership functioning. Conversely, the behavior of leaders has long been argued to be a major factor in determining the stress levels of followers. Yet despite the widespread acknowledgement that stress and leadership are linked, there has been no systematic attempt to organize and summarize these literatures. In the present, we meta-analytically review the relationship between three leadership constructs (transformational leadership, leader-member exchange, and abusive supervision) and stress and burnout. Our analyses confirm that leader stress influences leader behavior and that leadership behaviors and leader-follower relationships are significant determinants of stress and burnout in subordinates. We build on these results to suggest new avenues for research in this domain as well as discussing how these results can inform practice with regards to leader development. Background This article explores the connections and complex relationships between leadership and stress from several perspectives. Leadership roles are considered to be inherently stressful, but stressful situations can also bring out and further develop leadership skills. Thus, it focuses on two main connections – how stress impacts leaders and leadership behaviors, and how leaders’ stress is relevant to employee wellbeing. Stress is defined in the tradition of the transactional model of stress and coping, in the sense that events and contexts are perceived as stressful if they are threatening, yet one appraises their own resources for coping as inadequate to deal with them. If such a situation continues for extended periods of time, it could lead to burnout (with its symptoms of emotional exhaustion, disengagement, and reduced personal accomplishment). While these topics are widely studied separately, this particular meta-analysis brings together the ideas of stress as impacting leaders and employees. It looks into: Stress as related to leadership behavior and styles: whether leader stress is related to lower transformative leadership and to higher abusive supervision. Leader stress and behavior as related to employee wellbeing: whether higher transformative leadership and communication are related to lower employee stress, and whether higher levels of abusive supervision are associated with higher employee stress and burnout. To clarify these relationships, the authors conduct a detailed meta-analysis by collecting data from published articles, ultimately re-analyzing 157 independent samples, to come to new conclusions about these questions. The analysis results in the following findings: For the leaders, the findings were limited to a small number of studies and need to be interpreted with caution, though they do point to: The components of leader burnout were associated with fewer transformative leadership behaviors. Higher levels of stress in leaders were associated with abusive supervision of employees. For employees, the results were clearer: Transformative leadership showed associations with lower stress for employees, Communication between leaders and employees was associated with reduced stress of employees and can be a buffer of stress for them. Abusive leadership was associated with higher levels of stress for employees. Implications for practice By pooling the findings of multiple studies, this meta-analysis lends further support to the connections between the stress of leaders and that of employees and the importance of addressing these, to sustain the wellbeing of everyone in the workplace. Organizational culture and environments are critical elements in these relationships and need to be analyzed; training and coaching of leaders would also be an important way to support wellbeing. The authors propose interventions such as resilience building, training for stress management, coping skills, and communication with others. Coaching can support these and other approaches to mitigating stress for leaders and thus for employees, including in the context of healthcare and primary care. The role of coaching for wellbeing has been illustrated in other studies (Jones, Woods, & Guillaume, 2016) and will also be elaborated upon in the this month's webinar, In the Trenches: Coaching Physicians on Burnout. Additional resources on the role of coaching for reducing stress and burnout in the workplace include some of our past webinars such as The Coaching Ripple Effect; Tracking Burnout in Physicians; and the role of supportive coaching in the workplace. Jones, R. J., Woods, S. A., & Guillaume, Y. R. F. (2016). The effectiveness of workplace coaching: A meta-analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), 249-277. doi: 10.1111/joop.12119
In his most ambitious work to date, Thomas Friedman shows that we have entered an age of dizzying acceleration. He quotes Ray Kurzweil at Google: “The 21st century will be equivalent to 20,000 years of progress in the past.” Technology itself isn’t just a single accelerating force - all five components of a computer are enjoying nonlinear change – integrated circuits, memory, networking systems, software, and sensors mimicking human functions and senses – thinking, seeing, hearing, speaking, and moving things. Humans have become a force of nature through a supernova of connectivity and information flows combined with our ease of handling complexity via mobile devices, broadband transmission, and the cloud. We have globalized digital flows of ideas, trade, finance, news, friendships and marriages, and gossip. Population growth and improvements in prosperity add more demands on the earth’s declining resources. We have pushed nature’s systems to and maybe beyond the bounds of safe operating boundaries in a runaway mode for humans and all life on earth. Breach of the main boundaries beyond what is safe – climate, biodiversity, deforestation, chemical flows, and ocean acidification, is approaching in this century. What’s called upon is innovation, in fact compounding innovation, in everything other than technology – redesigning workplaces to focus humans on what humans do better than machines, redesigning politics to reduce polarization and increase adaptability and resilience, redesigning communities to be healthier and happier while consuming fewer planetary resources, and redesigning moral values to put human well-being first and technological advances second. The skills and techniques of coaching, facilitating human change and growing beyond what was previously thought possible, have found their calling. It’s time for coaches to scale up our impact and help accelerate human change. Note: Also, see New York Times Review.
Thank Your for Being Late by Thomas L. Friedman
coachx
Around 50% of physicians today are experiencing at least one symptom of burnout, which has emerged as a crisis in the health-care industry. Dr. Adelman leads Physicians’ Health Service at Massachusetts Medical Society which has seen a nearly tripling of physicians seeking assistance for burnout in the past four years. Physician & coach Leslie Schwab, who is leading a research study on coaching for physician burnout funded by an IOC Harnisch grant, coaches physician clients dealing with their mounting challenges in health-care today. Based on their “in the trenches” experience, Drs. Adelman and Schwab will provide an overview of physician burnout, describe the work of coaches to support physicians in developing resilience and improving performance, and propose a vision of physician well-being for the future. Presenters: Steven Adelman, M.D. and Leslie Schwab, M.D. Host: Margaret Moore, MBA
JANUARY In the Trenches: Coaching Physicians on Burnout January 22, 2018 1:00 PM-2:00 PM
UPCOMING WEBINARs
February's webinar will cover the following topics by two presenters: Got Privilege? What does it have to do with Executive Coaching? Presenter: Gail Greenstein, Ed.D. Host: Jeffrey Hull, PhD The International Coaching Federation promotes the use of Cultural Competence as a key competency for successful Executive Coaches. Serious limitations exist to using this as a framework. We will explore how Executive Coaches can build their critical consciousness by understanding the complex dimensions of social location, privilege, power and oppression. Research has affirmed that Executive Coaching literature mostly aligns with Cultural Competence. When Executive Coaches use an ‘intersectional’ lens and consider the matrix of power, privilege and oppression, clients will be able to experience an expanded and liberated view of their development and performance. This critical paradigm of Intersectionality will also help coaches better understand themselves, avoid blind spots, and support their clients in a larger context to affect relevant, sustainable change to become better leaders. These critical frameworks and new paradigms will ultimately support and generate more resilience for coachees and promote liberatory practices that enhance development of diverse client populations. The Silenced Female Leader: Coaching Women to Find Purposeful Voice Presenter: Carrie Arnold, PhD, PCC Host: Jeffrey Hull, PhD Silencing theories have evolved over the last 45 years but have not intersected with women in leadership studies to explain how silencing is a variable for female leaders. Female leaders are subject to multiple forms of system, relationship, and self-silencing. Female leaders perceive their silencers as unknowingly incessant and experience silencing by both men and women. When female leaders are silenced, all their domains are virally impacted which causes a diminished sense of agency. Women may leave their leadership positions or opt out of leadership, but these changes do not consistently bring voice recovery. Coaching female leaders using new distinctions of silencing, purposeful voice and voice efficacy is a rich terrain for leadership coaches.
FEBRUARY Cultural Competency and Women in Leadership February 14, 2018 1:00 PM-2:15 PM
events
Register for our January IOC Roundtable Learning Event - DC January 26, 2018 11:30 AM-2:00 PM Bethesda, MD
Please join us for our January's Roundtable Event where we will discuss Vertical Development. Vertical Development builds on frameworks of ego construct and adult stage development and is a focus area of thought leaders in the industry (i.e, Bob Kegan, Susanne Cook-Greuter, Bill Torbert, and others). Providing both map and process for working with the edges of our own sense making, Vertical Development defines paths and practices for expanding and deepening to allow for more capacity to see, understand, empathize and respond in a greater diversity of ways. IOC Fellow, Jan Rybeck, will be hosting this event and sharing insights on Vertical Development frameworks, suggestions for its use in coaching, and exploring different ways of creating Vertical Development programs. You can learn more about this topic through Jan’s CoachX video, articles, and webinars.
You can now pre-register for the 2018 Annual Coaching and Leadership in Healthcare Conference on our website. Fill out our simple online form to get early-bird notification on registration details! Videos and highlights from the 2017 Coaching and Leadership in Healthcare Conference are coming soon, but in the meantime, please be sure to check out our past conference resources!
Pre-Register for 2018 Annual Coaching and Leadership in Healthcare Conference
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