Abstract
The absence of psychological safety in the workplace has a direct impact on the quality of care provided by staff, and received by residents/patients. In today’s challenging financial and economic environment, staff often have to juggle the demands of caring for children, aging parents, multiple jobs, and navigating through multiple generations in the workforce. Stress in the workforce is extremely high and the slightest tension can create sparks and conflict. Leaders play a critical role in ensuring psychological safety in the workforce, and there are a myriad of ways leaders do this. Deep listening, acting on concerns, ensuring staff have the right tools to perform their work, addressing conflict, and harassment/bullying, are examples of concrete things leaders can and must do. Demonstrating to staff that they are trusted and that leader’s care for them is vital, and, this must be balanced with responsibility and accountability…i.e. we must move away from a culture of blame and fault. To support staff, and create psychological safety, leaders must first and foremost work on centering themselves. This requires a high degree of self-awareness and emotional/social intelligence to guide others. This session focuses on what is required of leaders today, and how creating a psychologically safe workplace where employees feel valued, and cared for, matters. This translates into caring and compassionate care for our residents/patients, their families, and raises job satisfaction.
Details
Presentation Type
Theme
Social and Cultural Perspectives on Aging
KEYWORDS
Psychological Safety, Leadership, Compassionate Care
