INSIGHTS
DIRECTOR’S CUT BY NICOLE DHANRAJ
INCREASE REST ETHIC WITH MOMENTS OF UNPRODUCTIVE PRODUCTIVITY
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nder “normal” circumstances, imaging leaders are productive junkies. We are busy with quality and safety initiatives, reviewing budgets, leading research, building high reliability organizations, supporting the team, providing patient-centric care, and doing all we can to ensure a productive and efficient operation. It appears that leaders are programmed to work more in our industry or it could be the mere tradition of Western culture to support work alcoholics. More and more, we are tied to our phones and emails 24/7, constantly “on.” However, imaging leaders in the last three years have faced exponential challenges. Unfortunately, the current state of health care continues to be daunting. Though I try not to admit it, it is overwhelming to overcome and manage the current challenges to sustain basic operations. As a result, leaders have no choice but to put in significant hours to help ensure services are maintained, the team is taken care of, and support a safe environment for our patients. Think back over the years, have your hours increased? I have increased my hours by almost 80% during the past couple of years to address these challenges and maintain operations. While these actions speak volumes about our work ethic and commitment to our profession, our rest ethic is no longer commendable or sustainable. Rest is so important, but why do we prioritize it last? Breaks, lunch? What’s that these days? A balanced lifestyle has always been in question for some of us like myself, but I enjoy my work. However, there’s currently nothing close to balance! I used to think I could not not rest, but now, we cannot afford to not rest. 36
ICEMAGAZINE | MAY 2022
Resting not only is a luxury but seems like a guilty pleasure … why? There is just not enough time due to the demands of our operation and the need to be there for our team and our patients. We can reduce our rest time for a short period, but with the current state of operation, it seems more dismal that ample rest is not in our immediate future. So, how do we get ourselves out of this swirling chaotic operation without breaking ourselves physically and mentally? That’s the million-dollar question! However, in the meantime, here are some suggestions • Are you priority? Ask yourself, why is your rest/wellbeing not a priority. Going through this process may help you to address the root cause of your dwindling rest ethic. Maybe you think it is because your boss may be unhappy if you don’t put in the hours. Maybe you think others may think you can’t keep up with the operational demands. Maybe you feel like you have no choice, or you must say “yes” to every meeting or initiative. Perhaps feel that every idea brought to you must be executed soon. Sometimes these perceptions become our reality not realizing they are just our perceptions we may actually have options in managing the workload. So, go through that exercise to determine the root cause and address it. • Comparing to others. Are you comparing yourself to others? Do you see others driving hard and feel the need to drive the same or harder? Avoid comparing. That gives a false sense of your own reality. • Champions are time savers! Find champions within your department to help with the workload. It may take time to train staff, but you can work closely with these champions to help manage the workload once trained. • Ask or get help. A personal assistant can ADVANCING THE IMAGING PROFESSIONAL
