Highlights the growing problem of burnout in the workplace and what action we can take to improve our staff experience in times of perpetual change

1. Tapping into your team’s
energy for change
Rosanna Hunt
@rosielhunt

3. 51% of full-time UK employees
said they have experienced
anxiety or burnout in their
current job
YouGov Virgin survey (2015)
“Burnout is a big problem
in the UK these days”
73% of social workers reported levels of emotional
exhaustion so high they were above the cut-off threshold
to be considered at risk of burnout
Community Care (2016)
50% of UK GPs are at high risk of burnout
Pulse (2017)

5. Physical energy
Energy of action,
getting things done
and making progress
The flexible, responsive drive
to make things happen

6. Spiritual energy
Energy of commitment to a
common vision for the future,
driven by shared values and a
higher purpose
Gives people the confidence to move
towards a different future that is more
compelling than the status quo

7. Because we WANT to,
not because we HAVE to

8. Remember a time
When you were part of a high
performing, team with good energy
balance
How did it feel being part of such a
team?

9. Remember a time
When you were part of a team
that WASN’T high performing or
where energy was out of balance
How did it feel being part of such a
team?

13. Social Energy
Energy of personal engagement,
relationships and
connections between people
It’s where people feel a
sense of
“us and us”
rather than
“us and them”

14. What is happening here?
How does this relate to your challenges?
How would you go about investigating &
resolving such energy blockages?
Can you relate to this
scenario?

15. Presenter: Rosanna Hunt @rosielhunt
“It’s not the strongest of the species that survive, nor the
most intelligent, but the most responsive to change.”
Charles Darwin

16. The capacity and drive of a team,
organisation or system to act and
make the difference necessary to
achieve its goals
http://www.institute.nhs.uk/tools/energ
y_for_change/energy_for_change_.html
Creating energy for change is a high priority
for team performance
‘
“Energy for change” defined as

17. There is a relationship between energy balance
and wellbeing
In “The Power of Full
Engagement” Loehr & Schwartz
look at well-being through the
lens of professional athletes
Importance of rest/renewal/
activating the parasympathetic
nervous system

18. There is a relationship between high energy
and high performance
Teams with HIGH productive energy scored
higher on:
• overall performance - 14% higher
• productivity – 17%
• efficiency – 14%
• customer satisfaction – 6%
• customer loyalty – 12%
Bruch and Vogel research

19. Intellectual energy
Energy of analysis, planning
and thinking
Involves gaining insight as well as planning and
supporting processes, evaluation, and arguing a case
on the basis of logic/evidence

20. The challenge of disproportionately
high intellectual energy
Emotion is the fuel for change;
data and information provide
direction
Dan Heath
(author of Switch)
E-motion is Energy in
Motion – saying “no” to
our emotions blocks
the flow of energy

21. Psychological energy
Energy of courage, resilience and feeling
safe to do things differently
Involves feeling supported to make a change and
trust in leadership and direction

22. 5 signs that energy is not being
managed well
• You feel you need to seek permission to make
decisions
• Negative behaviours dominate the working day
• Structure & hierarchy get in the way
• Culture of “task allocation”
• You suspect false urgency

23. Psychological
Physical
Spiritual
Social Intellectual
Teams perform best when five
energies are in balance
Source: Energy for change publication by NHS Institute in collaboration with York Health
Economics Consortium and Landmark Consulting

24. High and low ends of each energy domain
Social isolated solidarity
Spiritual uncommitted higher purpose
Psychological risky safe
Physical fatigue vitality
Intellectual Illogical reason
LOW
HIGH

25. Some questions
• Which group likely to have
higher spiritual energy
scores:
– clinicians
– non clinicians
• Nearer to CEO in the
structure:
higher or lower overall
energy scores?
Source: Respondents to the energy for change questionnaire NHSIQ/Horizons team

26. Some questions
• Which group likely to have
higher spiritual energy
scores:
– clinicians
– non clinicians
• Nearer to CEO in the
structure:
higher or lower overall
energy scores?
Source: Respondents to the energy for change questionnaire NHSIQ/Horizons team
Answers:

27. 1. Getting things done at pace
2. Building rational arguments
3. Building a sense of solidarity
4. Building common purpose
5. Creating a safe environment
What are you best at
doing in your teams?
Psychological
Physical
Spiritual
Social Intellectual
Where do your
challenges lie?

28. Build social energy: Share your story
What causes you stress and
anxiety at work?
‘behaviour change happens
in highly successful situations
mostly by speaking to
people’s feelings.’
Kotter, J P and Cohen, D S (2000)

29. Build psychological energy –
permission to make a difference
+See Amy Edmondson for much, much more on building psychological safety in teams

30. Build spiritual energy: Re-imagine a
new future together
Imagine the future as your
starting point - the impact you
wish to achieve.
• Move quickly to action
• Be prepared to fail fast, learn and move
on again
• Look for opportunities to be visible and
to achieve high impact (use social
media)
• Measure and celebrate success
http://www.sagewoodwellness.com/25-inspirational-health-and-wellness-
quotes/

31. #beingvisible

32. Key references
Stanton Marris on Organisational Readiness for Change: “Energy generators”
Amy Edmondson on Psychological Energy: Moving from Comfort Zone to Learning
Zone [TES talk available online]
Brush & Vogel on Organisational energy: “Fully Charged” [book]
Steve Radcliffe on organisational energy: “Four energies” [In his book on Leadership]
Tony Schwartz on personal energy: “The productivity paradox” [TED talk available
online, Schwartz’s Twitter feed “The Energy Project”]
Schwartz & Loehr on energy and wellbeing: “The Power of Full Engagement” [book]
Publication by the NHS Institute for Innovation and Improvement in collaboration with
York Health Economics Consortium and Landmark consulting: “Building and aligning
energy for change” [available online]

33. The SSPPI Energy Index measures
how much energy a team has for a
specified change.
There are five energies that are
important for change to be
successful:
Psychological
Physical
Spiritual
Social Intellectual
The value for teams, is in the
facilitated discussion that happens
after they receive their team Energy
profile.
Introducing the SSPPI
Energy Index
How do I go about measuring
my team’s Energy for Change?
Team leader identifies the change that
they want to measure energy for
Ask the team to complete the online
questionnaire, ensuring:
• they use the allocated team code*
• they understand the change they should
answer the questionnaire in relation to
• anonymity – to encourage honest
responses
• a deadline for completion is set
Arrange a feedback call to discuss:
• The team’s results
• A date for facilitated feedback to the
whole team (via webinar or face-to-
face)
*obtain the link to the questionnaire and team codes from pwoodley@nhs.net

34. Tony Schwartz’s
Productivity
Paradox
Steve
Radcliffe “4
Energies”
Bruch &
Vogel
Energy awareness-building task
Psychological
Physical
Spiritual
Social Intellectual
1
2
3
4
5
Social
Spiritual
PsychologicalPhysical
Intellectual
• Plot your energy
• Plot the energy of those
around you
• Plot where you would like
your energy to be