Navigating Burnout: Strategies to Prevent Job Resignation

We've all faced the "dreaded" annual review. It has been on the calendar for weeks, and despite knowing we are dedicated, loyal, and good employees, there's always a small part of us that fears what might be said. If we are the ones giving the feedback, this situation can be just as palm sweating-inducing. Why is feedback so difficult? Part of the issue with feedback is our mind getting away from us. We overthink each scenario replaying over and over in our mind what could happen. In an article by Jackman and Strober for Harvard Business Review, Fear of Feedback, psychologists theorize that we avoid feedback because we hate to be criticized. This possibly stems from critical comments that were given to us in childhood by parents or teachers (2003). Yet, if you are in a position of leadership, you know that feedback is essential to improving the performance of your employees. Along with giving your employee expectations, feedback whether annually, semi-annually, or after their orientation period is not only the “right thing to do”, it is the kind thing to do also. Can feedback be kind? Absolutely, it can and should be. I once knew a physician in a fellowship program who believed he was excelling during his first year. However, during his annual review, his supervising physician revealed several issues with his performance. The news was devastating. For an entire year, he thought he was doing everything right and providing the best care to his patients. The feedback dealt a severe blow to his ego, self-esteem, self-confidence, and belief in his ability to treat his patients effectively. Although it would have been difficult and time-consuming to correct the student physician’s actions throughout the year, it would have been the kinder, more compassionate, and respectful action to take. If feedback is indeed the kinder more respectful way to treat our employees, how can I as a leader/manager in my organization make it less painful? In the article, The Art of Giving and Receiving Feedback, Lisa Wagner discusses that feedback should be Direct Specific Behavioral that is based on what the person did or acted and not who they are as a person Be Impactful by connecting the observed behavior to consequences or its effects. Be actionable by providing the employee with ways to improve or build upon the behavior. Additionally, Wagner mentions that you should always praise in public and criticize in private which was originally said by Vince Lombardi. To help with the structure of how to give feedback, there are several models you could follow. The first model is called SBI-Situation, Behavior, and Impact. The SBI (Situation, Behavior, Impact) model is an effective framework for providing constructive feedback to employees. It helps managers deliver feedback in a clear, objective, and actionable manner while minimizing defensiveness from the recipient. Here's how the SBI model works: Situation: Describe the specific context or situation where the behavior occurred. Be precise with details like date, time, location, and circumstances. For example, "During yesterday's team meeting when we were discussing the new project timeline..." Behavior: Objectively describe the observable behavior without judgment or interpretation. Stick to the facts. For instance, "You interrupted me three times while I was presenting the project plan." Impact: Explain the effect or consequence of the behavior, focusing on its impact on you, the team, or the organization. For example, "When you interrupted me, it broke my train of thought, and I had difficulty regaining my focus. This confused the team members about the project timeline." By following the SBI model, the feedback becomes more tangible and less personal, making it easier for the employee to understand and accept. It also encourages a two-way dialogue, as the manager can inquire about the employee's intent behind the behavior, fostering better understanding and problem-solving. For instance, after describing the situation, behavior, and impact, the manager could ask, "What was your intention when you interrupted me during the presentation?" This opens the conversation to explore any potential misunderstandings or miscommunications that led to the behavior. The SBI model helps managers provide clear, actionable feedback that focuses on specific behaviors and their consequences rather than making broad judgments or assumptions. When used effectively, it can improve communication, promote accountability, and support employee development within the organization. The SBI (Situation, Behavior, Impact) model is generally considered a more effective and direct approach to providing feedback compared to the traditional "sandwich method." The sandwich method involves sandwiching critical or negative feedback between two positive comments or compliments. While the intention is to soften the blow of the negative feedback, this method has several drawbacks: 1. It can dilute or obscure the main message by burying the critical feedback between positive comments 2. It can come across as insincere or manipulative if the positive comments seem forced or contrived 3. It can create confusion for the recipient who may not know which part to focus on - the positive or negative feedback. 4. It can reduce the impact and importance of the actual feedback that needs to be addressed In contrast, the SBI model provides a more clear, direct, and objective approach: 1. Situation: Describe the specific context where the behavior occurred 2. Behavior: Objectively state the observable actions or behavior, without judgment 3. Impact: Explain the consequences or effects of that behavior. The SBI model has several advantages: It focuses the feedback on specific, observable situations and behaviors rather than subjective judgments It removes ambiguity by directly addressing the core issue and its impact. It encourages a two-way dialogue by allowing the recipient to respond and provide context. It is more respectful and less likely to put the recipient on the defensive. While the sandwich method attempts to soften negative feedback, the SBI approach aims for clear, honest, and actionable communication. It provides the recipient with a better understanding of what needs to improve and why, without diluting or obscuring the message. Being honest with your employees can often be uncomfortable, making you feel uneasy and even causing your palms to sweat. It's natural to feel frustrated, especially after multiple attempts to support or improve an employee's performance or address their concerns. My best advice is to stick to the facts. By removing the emotional aspect from the conversation, you can help the employee better understand your perspective and the message you are trying to convey. In the end, it is truly the kindest approach to take. Nikie Walker, Ed.D. Brescia University-Divion Chair/Assistant Professor- Charles A. Reid School of Business. HR consultant/owner-20/20 Walker Consulting https://2020walkerconsulting.org/ Citations: https://hbr.org/2003/04/fear-of-feedback https://productcoalition.com/the-art-of-giving-and-receiving-feedback-5de3afeeb52e https://www.linkedin.com/advice/3/when-sandwich-technique-feedback-inappropriate https://www.linkedin.com/advice/0/how-do-you-balance-positive-negative-feedback-2e https://www.leadingedge.org/resource/effective-feedback-two-models-for-managers/ https://managebetter.com/blog/sbi-model-feedback-examples https://www.ccl.org/articles/leading-effectively-articles/sbi-feedback-model-a-quick-win-to-improve-talent-conversations-development/ https://www.ccl.org/articles/leading-effectively-articles/closing-the-gap-between-intent-vs-impact-sbii/ https://www.revolutionlearning.co.uk/article/the-sbi-feedback-model/

You have a position to fill. Recruitment is a necessary task for the daily function of your office but not a particularly fun activity. You have advertised, received too many emails to count, and narrowed it down to 10 candidates to interview. Of those 10, you have received five responses. You have scheduled the interviews on your day off or will fit them in between patients. It is not an ideal situation but necessary for the process. How can you maximize your time with the candidate, glean the most useful information and pick the best person for the job? There can be a lot of confusion surrounding the questions that you can ask to get to know the applicant and the questions that you cannot ask. There are many topics that are off-limits when interviewing candidates. Any questions that could impact your decision-making process in a discriminatory manner, intentional or not, could cause trouble down the line. Topics that are not acceptable to ask about would include the following: Age Birthplace, country of origin, or citizenship Disability Gender, sex, or sexual orientation Marital status, family, or pregnancy Race, color, or ethnicity Religion According to Yale University here are some examples of what seem like innocuous questions, but are illegal and how to rephrase them to gather the pertinent information for employment. Work/Visa Status and Citizenship Illegal: Are you a U.S. citizen? You sound like you have an accent, where are you from? Where were your parents born? What is your native language? Legal: Are you authorized to work in the U.S.? What languages do you speak (if relevant to the position)? Marital/Family Status Illegal: Are you married? Do you have children? If so, what do you do for child care? Are you planning to have children soon? Have you ever been divorced? Where is your spouse employed? Legal: Are you willing and able to put in the amount of overtime and/or travel the position requires? Are you willing to relocate? Age Illegal: How old are you? When were you born? How long have you been working? Legal: Do you have any concerns about handling the long hours and extensive travel that this job entails? Are you at least 18 years of age? Disability Status Illegal: Do you have any disabilities or medical conditions? How is your health? Do you take any prescription drugs? Have you been diagnosed with a mental illness? Have you ever been an alcoholic? Have you ever been in rehab? Legal: Are you able to perform this job with or without reasonable accommodation? Do you have any conditions that would keep you from performing this job? My best advice is to stick with behavioral or situational-based interview questions. These types of questions will allow you to see how the applicant will handle difficult situations in your office or how they have handled difficult situations with their past job experiences. Here is a list of questions that would be appropriate to ask: Why did you apply for this position? Tell me about a time when you had to handle a difficult situation with a patient/customer. Tell me about a time when you had to handle a difficult situation with a coworker or doctor. What are you looking for in an employer? What do you know about our company? Tell me more about your work history. Why should we hire you? Remember, stick to job-related line of questioning, and your interviews will be a success! For additional information please reference https://2020walkerconsulting.org/ https://ocs.yale.edu/channels/illegal-interview-questions/ https://www.eeoc.gov/employers/small-business/4-what-cant-i-ask-when-hiring

Have you ever wondered why job applicants should and need to complete an official job application form? I have been asked many times in my career why this step is necessary. It seems redundant, doesn’t it? After all, most applicants submit a resume with current and past employment history, education, and interests, right? There is a reason for this important step. Although a person’s resume might be the first contact that you have with a job candidate, unfortunately sometimes this is not the most accurate information for that person. Quite often, a person seeking new employment may not have updated their resume with their most current information or they may have uploaded an old file. It is through the job application that they complete in your place of business, where you can obtain the most accurate and updated information. According to Debra Kabalkin in her article. “5 Reasons Why Employment Application Forms Are Still Necessary”, These are the necessary reasons to have an interviewee complete a job application. For screening candidates As a legal document To diminish the risk of discrimination To have the applicant’s information organized For compliance Let me explain further. As I mentioned before, although maybe not intentional, applicants can take a certain amount of freedom when creating a resume. It is easy to leave out a job that they only worked for a few months or one that they may have been terminated from for just cause. However, the application is a legal document. One where not only you convey to the applicant your legal responsibilities, such as your at-will policy or authorizations for reference/background/criminal history checks, but one in which the applicant understands that if they have misrepresentation of their job experience or education this can lead to rejection of their application from that position or if hired discipline up to and including termination. Additionally, you have a consistent, uniform document in which you can organize the applicant's information, making sure to collect the same information for all applicants therefore ruling out the claim of discrimination because you gathered x information on applicant 1 but not on applicant 2. This all can be confusing. So, what should you include in your job application? According to SHRM, they recommend that the following information be included on your job application form: Legal name Address, phone number, and email address Eligibility to work in the U.S. Education information & graduation dates Qualifications Availability (when the candidate can start working) Employment history (companies, positions held, and dates of employment) Permission to contact previous employers. Desired salary References The bottom line is a job application protects you as the employer, where are you able to express not only your rights and responsibilities but also gives the potential employee the opportunity to have a clear and accurate record of who they are. If there was ever a claim of discrimination brought to you and you do not have an official job application, there would be little recourse for you as an employer to defend yourself and/or your organization. If you need a job application, I would be happy to assist. Nikie Walker, Ed.D. Brescia University-Division Chair/Assistant Professor- Charles A. Reid School of Business. HR consultant/owner-20/20 Walker Consulting https://2020walkerconsulting.org/ For further information, please reference the following: https://2020walkerconsulting.org/ https://www.helioshr.com/blog/2013/11/employment-applications-are-they-really-necessary