The most important skill that care-service leaders should share with staff is resilience.
The workforce becomes a care-force.
But resilience is not simple to teach. Imbedding resilience into the care-force is beyond rote learning, lecturing or policy and procedures. Resilience learning has to be relevant, meaningful, engaging, and challenging.
The process of becoming a resilient care-force starts with the individual worker who has developed a firm set of beliefs about himself, the workplace and his place in the workplace.
The worker is knowledgeable about their worth and capability. This means not just understanding the vision and mission of a workplace but being a part of it.
Few workplace behaviours and attitudes are acquired in isolation.
‘Man is by nature, a social animal.’ Aristotle
Workplace beliefs, behaviours, and attitudes are shaped by or within the workplace. The stories told within the workplace often determine a worker’s perspective. What is perceived is seen to be within the realm of reality and possibility.
Thus, how the workplace is perceived impacts the attitudes and behaviours of the social network at work.
The culture of the workplace will impact workplace attitude and behaviours. The care culture should be driving your care-force. The expectation of high standards should be matched by the implementation of high standards. The care-force is obligated to demonstrate care values to the people the work with and the people they work for. This expectation of care attitudes and behaviours becomes a buffer against adverse circumstances, maximising workers well-being, success and happiness. This impacts the care service.
The expectation of care attitudes and behaviours need to be cultivated.
There needs to be balance of explicit understanding and clear direction. If the policy and procedures are in place and practised, the perceived control of managers can be loosened, trusting that front line managers have the skills, attitudes and behaviours to do their job.
Care-force should not be ‘over-managed’. The helicopter manager can create workplace stress and anxiety through taking away the care-workers sense of responsibility and worth.
Care-force community plays a pivotal role in workplace development. The fundamentals of care-force development are found in building a skillset that builds resilience through building the workplace community.
FRAMEWORK OF RESILIENCE for CARE-FORCE DEVELOPMENT
This is within a framework of resilience that employs workplace specific knowledge and skill. Care-force development is grounded within a context of achievement, growth and supportive competition for care organisations to build attitudes and practices. It is about building a team – not replacing old staff with new staff.
Like the Japanese art of Kintsugi, building a team means that we start with something that is not perfect, and we appreciate the beauty and uniqueness that comes from that.
Characteristics of Care-Force Resilience
Resilience can be acquired within a workforce. It is cultural and social rather than fixed. Building resilience with the care-force targets:
An ability to develop positive bonds within the care-force, manage small challenges, trust one’s capacity to deal with responsibility, having a positive outlook of work and life, showing an emotional attachment to one’s relatives as well as to the social framework of the workplace, are key characteristics of a care-force that are resilient. They can manage change and implement improvement.