Meeting Burnout by Leveraging Leadership - 2024 MPCC CIO Gathering

It is cliched to speak about how quickly our organizations, and industry, are changing. Higher education is still moving out of the COVID-19 pandemic, and as we continue to work to put things back together, we try to serve our own technology teams as we work to serve the campus. This presentation attempts to pull together a bunch of threads from a myriad of leadership topics to speak to how it can be put together to help our technology teams to not just serve, but thrive in today’s environment.

Transcript

1. Serving our teams to better serve our campuses Meeting Burnout by Leveraging Leadership BOB MARTENS, PHD | MPC CIO GATHERING | MARCH 15, 2024
2. Checking in
3. How are we doing?
13. Everybody is not alright!
14. Pathway De fi ning burnout Leveraging leadership Recap Questions? Discussion?
15. Why talk about burnout?
18. Defining burnout
19. Burn-out is a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions: • feelings of energy depletion or exhaustion; • increased mental distance from one’s job, or feelings of negativism or cynicism related to one's job; and • reduced professional efficacy. Burn-out refers specifically to phenomena in the occupational context and should not be applied to describe experiences in other areas of life. World Health Organization
20. • Exhaustion at work (emotional component) • Cynicism toward the meaning of work (cognitive component) • Sense of inadequacy at work (behavioral component) Facets of burnout
24. Leveraging leadership
25. I’m a huge leadership nerd. Confession
26. “Everything rises and falls on leadership.” John Maxwell
27. Serve our team … … to better serve our campus
28. Workload Control Rewards Community Fairness Values Burnout mismatches THE BURNOUT CHALLENGE BY MASLACH & LEITER
29. I’m a huge book nerd. Confession
30. Recovery Balance Boundaries The 6 Types of Working Genius by Patrick Lencioni Meeting workload mismatches
31. Control Autonomy Flexibility Shape Up by Ryan Singer Meeting control mismatches
32. Appreciation Extrinsic Intrinsic The Art of Leadership by Michael Lopp Meeting rewards mismatches
33. Civility Social Support The Culture Code by Daniel Coyle Crucial Conversations by Patterson, Grenny, McMillan, and Switzler Meeting community mismatches
34. Respect and Reciprocity Equality and Equity StrengthsFinder 2.0 by Gallup and Tom Rath Meeting fairness mismatches
35. Meaningfulness of Work Trust and Integrity The Five Dysfunctions of a Team by Patrick Lencioni Meeting values mismatches
37. • Proposed by Robert Greenleaf (AT&T) in the 1970s • Part of the neoclassical or human relations movement of organizational theories • Aspiration to serve fi rst … and then to lead Servant leadership
38. “The servant-leader is servant first .... It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions .... The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature. The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?“ Robert Greenleaf (1970)
39. Servant leadership behaviors • emotional healing, showing concern for the concerns of others; • creating value for the community, concern for helping one’s community, • conceptual skills, possessing knowledge of the organization and required tasks so that the leader can support and assist others, • empowering, encouraging, and facilitating others in identifying, solving, and prioritizing tasks; • helping subordinates grow and succeed, demonstrating concern, and showing support for career growth through providing support and mentoring; • putting subordinates fi rst, using actions and words to communicate that satisfying the work needs of followers is a priority; • behaving ethically, interacting in a fair, honest, and transparent manner; • relationships, making an effort to know, understand, and support others through building long-term relationships; and • servanthood, being known and self- categorizing as someone who looks to serve fi rst.
40. Recap
41. Everybody is not alright!
42. Three facets of burnout Exhaustion at work (emotional component) Cynicism toward the meaning of work (cognitive component) Sense of inadequacy at work (behavioral component)
43. Burnout mismatches Workload Control Rewards Community Fairness Values
44. Questions? Discussion?
45. Bob Martens, PhD | 507 - 766 - 6741 | martenrt@mlc-wels.edu Thank you