Finding the Balance that Works for You in and outside of Work

Spotlight: Oswald (Oz) Mondejar & Ross Zafonte, DO - Spaulding Rehabilitation Network

System Opportunities for Finding Balance

The EAP thought it would be helpful to get relevant input from those with experience and perspective in the MGB system. Oz Mondejar, Senior Vice President of Mission and Advocacy at Spaulding and Dr. Zafonte, Interim President & Senior Vice President for Research, Education, and Medical Affairs, share concerns and offer ideas on how the workplace can help with life balance.

Dr. Zafonte and Oz have a wealth of knowledge about the healthcare workforce and first-hand views of the barriers and impacts related to balance in and outside of work. Oz self-identifies as someone who has not always achieved his desired work-life balance.

What brought the issue of life balance to the forefront?

Dr. Zafonte stressed that the well-being of every team member is important, and directly related to the ability to provide quality and innovative care. This was highlighted even more over the last year. He explained that historically there were more clear boundaries in medicine. Now, a combination of constant information flow, technological advances (EMRs, patient portals, smart phones, VPN) and patient expectations have blurred lines, changed provider routines, and increased capacity for connection to work.

Some observations (which are likely to be reflected across Mass General Brigham) are below:

• Leaders at Spaulding noticed that many staff were not using vacation time or “unplugging” after hours
– Staff feel guilty leaving colleagues to cover or “abandoning” patients
– Some staff experienced drops in income due to the Pandemic-related financial impacts on the healthcare system

• The fact that healthcare never really shuts down creates a situation in which its people cannot shut down either
– This was exacerbated during the Pandemic when outside of work activities and connections were not as accessible

• Workplace balance was also lacking in some ways. There was a single focus on COVID and other career components (research, teaching and other programs) were “on the back burner.”
– Oz provided the example of the Adaptive Sports Program, which was paused during the Pandemic. This program offers persons with disabilities an opportunity to find a way to continue to compete in athletic activities. The Center not only provides joy and sense of satisfaction for patients, but also for staff. It represents an alternative way to interface with patients. Staff was proud to be able to compensate with virtual platforms.

Concerns about impacts on employee well-being

Oz noted potential effects from both COVID and cultural norms due to blurred work and home lines:
• Self-care and life balance deficits

• Diminished productivity or sense of accomplishment

• Reduced engagement within the workforce

• Higher staff turnover and/or burn-out

System and manager level considerations

Dr. Zafonte and Oz suggested the following:

• Determine if the system has resolvable barriers to creating a life balance

• Be willing to consider new approaches to helping staff incorporate healthy boundaries

• Evaluate options for coverage so staff who wish to disconnect have the option to do so
– Dr. Zafonte referenced models used in the UK and Canada, in which there are dedicated covering physicians

• Be realistic with measures for improvement
– It’s unlikely that always shutting off email when away from work is practical or feasible

• Lead by example
– Model the behavior you hope others will adopt
– Acknowledge that “one size doesn’t fit all”- not everyone needs the same accommodation or balance
– Build in permission for flexibility and healthy boundaries within the confines of patient care and business needs

• Oz stressed the value in being open-minded about individual or generational values and world views.