Managing Compassion Fatigue: Strategies for Practice Managers

Navigating the complexities of leadership in healthcare requires a delicate balance of compassion, resilience and practical problem-solving

CREDIT: This is an edited version of an article that originally appeared on The HR Director

Compassion is essential in the healthcare industry. Whether it’s listening to patients’ concerns, offering reassurance to community members, or supporting staff through challenges, practice managers shoulder significant responsibilities.

The demands of the role can often feel overwhelming. Recent reports have highlighted a growing concern in the healthcare industry: an increasing number of workers are experiencing symptoms of compassion fatigue, particularly when addressing employee-related issues. This challenge isn’t unique to healthcare; managers across various sectors may find themselves too drained to respond with empathy or understanding when faced with employees’ personal struggles that affect workplace performance.

A manager who is exhausted and overwhelmed is less likely to respond with empathy or understanding to employees dealing with personal challenges. This can result in a rise in grievances, with employees citing harsh or inflexible management practices.

The solution lies in recognising that the symptoms of compassion fatigue closely mirror those of stress and burnout, often stemming from similar underlying causes.

Unrealistic Expectations

Consider your expectations of the employee currently – are they realistic? If your expectations are too high, it can lead to frustration when the employee inevitably falls short. Unrealistic expectations not only create unnecessary pressure on the employee but can also contribute to your own feelings of disappointment and exhaustion. Over time, this pattern can set you up for compassion burnout, as the constant mismatch between your expectations and reality depletes your emotional reserves and increases stress. Adjusting your expectations to align with what is achievable can help foster a healthier dynamic.

Inadequate Resources

When the burden of providing support falls entirely on the practice manager, it can severely limit your ability to assist others effectively while managing your own responsibilities. This not only places undue pressure on you but can also prevent employees from accessing the most appropriate help for their needs.

To alleviate this, consider identifying and directing employees to specialised support systems tailored to the challenges they are facing. For example, if an employee is dealing with mental health concerns, you might refer them to an Employee Assistance Program (EAP) or external mental health services. By guiding employees toward these specialised resources, you not only reduce the pressure on yourself but also ensure they receive the targeted support they need.

Blame Culture

You know it isn’t the employees’ fault that they are going through difficult times. At the same time, the work still needs to get done. Rather than approaching the situation with blame or frustration, shift your mindset to one of empowerment and collaboration. For instance, you might say, “I know this is a challenging time for you, but we need to ensure these tasks are completed. What do you need to help make that happen?”

Sometimes, people need more than just emotional support – they need tangible solutions to help them navigate their challenges. By actively engaging with the employee to identify barriers and explore resources or adjustments, you can create a plan that works for both parties.