Nous serons tous des proches aidants et de plus, nous aurons besoin d’un proche aidant.

John Isaacs and Camille Isaacs Morell

Les proches aidants sont le pilier invisible et caché du système de santé et fournissent plus de 80% des soins nécessaires aux personnes souffrant de «conditions de longue durée».

2,3 millions des proches aidants sont employés et doivent concilier les exigences concurrentes du travail et des soins.

Les proches aidants ont besoin d’aide aussi.

J’ai été témoin de première main les effets dévastateurs de la démence sur mon père et de l’impact des soins prodigués sur ma mère. Même si mon père était un bon patient, il avait besoin des soins 24 heures sur 24, 7 jours sur 7. À un moment donné, ma mère a dû être hospitalisée. C’est à ce moment-là qu’elle a compris qu’en tant que proche aidante, elle ne pouvait pas tout faire.

Le proche aidant ne devrait pas avoir besoin de se sentir obligé d’être un héros, même s’ils le sont en réalité. Leur rôle dans la société est à la fois indispensable et inestimable.

Le nombre de proches aidants au Canada a augmenté de plus de 5 millions, passant de 2,85 millions en 1997 à plus de 8 millions en 2012. En 2018, on peut s’attendre à ce que ce nombre ait considérablement augmenté.

À un moment donné, nous serons tous des proches aidants et de plus, nous aurons besoin d’un proche aidant.

Si vous connaissez quelqu’un qui prend soin d’une personne atteinte de démence, ou d’une condition de longue durée, soyez sensible, tendez la main et soyez gentil.

La Semaine nationale des proches aidants est du 4 au 10 novembre 2018.

En savoir plus sur les Activités, et Ressources

Références – http://www.carerscanada.ca/wp-content/uploads/2017/01/CC-Caregiver-Strategy_v4.pdf

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At some point, all of us will be caregivers and will be in need of a caregiver.

John Isaacs and Camille Isaacs Morell

Care givers are the invisible backbone of our health care system and provide over 80 percent of the care needed by individuals with ‘long-term conditions’.

2.3 million care givers are employed and must balance the competing demands of work and caregiving.

Caregivers also need to be cared for.

I witnessed firsthand the devastating effects of dementia on my father and the impact of care giving on my mother.  Even though my father was a model patient, it was still a full-time job taking care of him.  He needed care 24 hours a day, 7 days a week.  At one point, my mother had to be hospitalized.  That was when she realized that as the caregiver, she couldn’t do it alone.

The caregiver shouldn’t need to feel that she or he has to be a hero, even though caregivers are heroes.  Their role in society is both indispensable and invaluable.

The number of Canadian caregivers has increased by over 5 million, from 2.85 million in 1997 to over 8 million in 2012.  In 2018, we can expect that this number has grown significantly.

At some point, all of us will be caregivers and will be in need of a caregiver.

If you know someone who is taking care of someone with dementia, please be sensitive, reach out and be kind.

November 4 – 10 is National Caregivers’ Week.

Find out more about Activities  and Resources

All statistics are from A Canadian Carer Strategy, published by Carers Canada 2013

http://www.carerscanada.ca/wp-content/uploads/2017/01/CC-Caregiver-Strategy_v4.pdf 

 

Millennials: Your diaper days are not over

The truth about the dementia boom and the possible impact on your career

 

Young-Carers_jeunes-aidants

My baby boomer husband laughed when he reminded his sons that he used to change their diapers.  He jokingly pointed out that he needed to be extra nice to them because roles could be reversed in a few years.  This came up in a conversation about his retirement years.  Amidst the laughter and the talk about the anticipated blissful empty nest retirement years, a hard truth emerged.

  • Baby boomers will create another boom: in less than 15 years, Alzheimer Canada predicts that 934,000 Canadians will be living with Alzheimer’s disease or a related dementia. That’s a 66% increase in less than a generation.

Dementia is an overall term for a set of symptoms that are caused by disorders affecting the brain. Alzheimer’s disease is the most common form of dementia.  Symptoms may include memory loss and difficulties with thinking, problem-solving or language, severe enough to reduce a person’s ability to perform everyday activities, requiring them to have consistent supervised care. Dementia is progressive, which means the symptoms will gradually get worse.

Millennials and their children are going to be the caregivers of tomorrow.

The impact of Alzheimer’s disease and related dementias engulfs whole families and communities.

Parking parents with dementia in nursing homes isn’t going to be the first option in an already overburdened health care system with limited capacity.  Increased capacity in seniors’ residences requires time and increased tax dollars.

In the meantime, family caregivers will continue to provide more than 19.2 million hours of informal unpaid caregiver time conservatively valued at $1.2 billion of unpaid care. On top of that, caregivers themselves will incur their own health costs as a result of the impact of the care giving burden.

What impact will this have on millennials who are currently building their careers?

  • Tough choices and negotiation

Faced with caring for ailing parents and raising young children, millennials and mid-career professionals will have to make some tough choices.  Women often end up being primary caregivers.  They should not assume that their employers won’t accommodate their needs.  Putting career advancement on hold for a few years and declining interesting but demanding opportunities are valid options.  However, this may not be possible for everyone.   Financial constraints and family commitments may require some employees to stay in the workforce.

Being clear with employers about your needs is a worthwhile course to take.  Asking for a flexible work schedule, adjusted compensation in exchange for caregiver benefits and offering to make up time taken during work hours are some areas which you should consider for negotiation.

For example, Michelle Obama’s negotiating statement could be adjusted to reflect the need to afford time and care for an aging parent affected by dementia.

I told my boss, “This is what I have: two small kids. My husband is running for the U.S. Senate. I will not work part time. I need flexibility. I need a good salary. I need to be able to afford babysitting. And if you can do all that, and you’re willing to be flexible with me because I will get the job done, I can work hard on a flexible schedule.” I was very clear. And he said yes to everything. 

– Michelle Obama

How should employers respond to the imminent upsurge in the number of caregivers in the workforce?

  • Sensitivity in the workplace

It is important for employers to realise that there is much at stake when the needs of their caregiver employees are not addressed.  Reduced productivity, increased absenteeism and disability, the loss of highly skilled employees, and increased conflicts among employees are a few adverse consequences.

Some ways in which employers can support employees and optimise the talent of their caregiver employees  include –

  • Extending employee benefits programs to include employee assistance programs with counselling and information resources to support employees who are caregivers, for their own children and aging parents;
  • Policies to help employees reduce stress – e.g. protocols that set boundaries for the transmission and response to emails after work hours,
  • Training for managers to recognize the signs and symptoms of stress and burnout and how to support employees experiencing difficulties handling work and caregiving responsibilities; and
  • Worksite training to support employees better balance their time at work and personal responsibilities.

 

Further reading

A good reference resource for employers and employees is a study on balancing childcare and eldercare by Linda Duxbury PhD and Christopher Higgins PhD.

More information on the current state of Dementia in Canada, consult the recent report of the Canadian Institute for Health Information.

www.camilleisaacsmorell.com

Your First 90 Days. Be slow. Be mindful. Be humble.

Montrealers have done an about-face. Only six out of ten of them approve of the mayor they voted for just over 100 days before. Tax hikes in her new budget have put Mayor Valérie Plante’s credibility on the line. It will be a long, slow journey to regain lost ground.

The loss of credibility or the failure to gain it within the first 90 days has to be the worst nightmare of any new leader.

I can count on more than one hand, the times I’ve transitioned to a new role. Without fail, the first 90 days has always been set as the checkpoint for key deliverables. In the past, I’ve always met the critical deadline. But now, there is a big difference.

Less than a year ago, I made a career change. I accepted a senior leadership position in a non-profit organization that wants to get to the next level of growth and financial stability. Here’s the catch: there are two sets of first 90 days for me. The first was when I joined and the second will be in a year from now when I am expected to take over full leadership of the organization.

There is a lot of good advice and wise counsel on how to get through those critical 90 days. “Create a learning agenda.” “Define your transition plan.”  “Set up a timeline and stick to it.” “Everything is time sensitive and action oriented.”

While I agree with most of this advice, I have questioned the potentially negative effects that the race against time may have on those on whom the new leader has to rely to get the work done.

Is professional credibility a badge of honour that is to be earned at the expense of others?

I took a look back at the most challenging first 90 days, and found some useful insights.

A few years ago when I was appointed to my first senior management role, I was mandated to implement a major part of a new back-office system in a business that was new to me. Feeling overwhelmed by the large volume of information and the tight deadline, I remember deciding to be more of an observer than a leader in one of my team meetings. The body language and the negative tone of the conversation among team members revealed critical information. I understood that there was an underlying fear of job losses, fatigue with the constant change and feelings of incompetence because people felt excluded from critical project communications.

I quickly realised that for the 90-day mandate to be successfully delivered, there were other issues that needed to be resolved. I explained to the senior vice-president to whom I reported that a training session on the new system, a seat on the planning committee and a regular project updates were important priorities for my team. He agreed to all of this as I convinced him that working on these important priorities first would enhance the quality of the implementation of the new system. My team members were motivated and felt equipped to confidently work towards delivering the system changes, which were delivered within 90 days.

My takeaways

  • A guiding principle for choosing quick wins is to determine key priorities and then to decide which ones are urgent and which ones are important. Urgent priorities are deadline-driven. Important priorities may impact the delivery of the urgent priorities.

If the money, information and people can’t be mobilized in the first 90 days, then negotiate a new date. If it seems that the expected outcome of the quick win is not possible, or has to be modified in some way, then carefully plan how to communicate to everyone who will be involved and affected by the change.

  • Credibility and respect are earned primarily through effective communication. Respecting the concerns and perspectives of colleagues is as important as respecting deadlines. Telling people what needs to be done without letting them understand why, is a recipe for disaster.

In my view, being mindful and being humble are critical elements of effective communication which greatly contribute to the respect and credibility that a new leader must earn in the first 90 days.

Being mindful of your own feelings and carefully noting the reactions of others in meetings and in direct conversations can provide insights into issues and underlying problems that need to be resolved.

Even though new leaders are hired for their expertise and are expected to make changes, it is important for them to be humble. The most valuable sources of information may be junior employees, or those who may be transitioned out or redeployed as a result of restructuring that may be required.

Being humble also involves seeing things from the perspective of other employees, particularly those most directly impacted by changes that have to be made. The fear of change is disruptive and upsetting.

And here’s the reality check – a few years from now, you or the person who hired you could be faced with change coming from a new leader who is tackling the challenges of the first 90 days.

For sure, the first 90 days are critical. The most important quick win is to gain credibility by earning the respect of your colleagues. Carefully choose your priorities and work collaboratively with others to deliver in a way that everyone wins.

 

See the BIG picture.  Focus on what’s important.

www.camilleisaacsmorell.com

@Camille21162 

Lessons Learned from my Mother’s Bad Behaviour

MY MUMMIE AND ME 2016

Conventional wisdom tells us that children learn from the good example of their parents.  But something went haywire when my mother misbehaved in the office of the Prime Minister.  She defied the leadership of the Jamaica Civil Service Association by raising a topic that was not on the agenda in a meeting with the Prime Minister.  In less than 10 minutes, my mother secured an important policy change that gave women in management positions in the public service the same benefits as their male colleagues.

It was 1976, the first year of the United Nations’ Decade for Women.  The Government of Jamaica was committed to implementing gender equity policies.  Ironically, only male public service managers with over 10 years’ service could benefit from the payment of 50% of family vacation travel costs.  There was no justification for this discriminatory benefit.

The male-dominated executive of the association struck down every attempt my mother made to have the assisted vacation benefit extended to women.  These men also refused to have the elimination of gender-based discrimination listed among the Jamaica Civil Service Association’s priorities for change.  When the courtesy call visit to the Prime Minister was being planned, my mother was told that it was not the proper forum in which to raise “these controversial topics.”

Not one to burn bras or launch a public campaign against men, my mother chose to use her position of leadership to influence and create change by ‘properly’ misbehaving.  This meant taking the risk of crossing the line of political correctness in the highest office of political power. 

Three things I learned

  1. Don’t ask for forgiveness

Political correctness is the biggest hurdle to progress.  Being disruptive doesn’t always have to take the form of raucous demonstrations in the streets. My mother’s way of fighting for the cause was to secure a seat at the table, by getting elected and getting involved.   Going off-topic in the board room is a very valid and powerful tactic to militate for change.  My mother chose to break the rules of protocol.  She made no apology for doing so.  I learned from her, to never ask permission or apologize for doing the right thing.

  1. Know who holds the power

There is strength in numbers, that’s why enlisting the support of influencers is important.  However, in order to win, you always need to know who holds the power to make change happen.

The Executive Committee’s mandate was to make representations to leaders in government on behalf of public service employees.  My mother was not discouraged by the unwillingness of the male-dominated executive to advocate for gender equality.  She knew that it was the political directorate that held the power to make changes in policy.  Her ultimate goal was to get the Prime Minister’s attention and incite him to take action.

  1. What’s in it for them matters too

My mother presented the issue of employee benefits as a blind spot in the government’s policy of gender equality that could no longer be overlooked.  The Prime Minister understood from her intervention that changing the rules was the right thing to do, particularly at a time when the issue of women’s rights was high on the public agenda.  Removing gender-based discrimination in the public service would reinforce his commitment to women’s rights and earn for his government, greater credibility both locally and internationally.

The BIG picture

All of this happened over 40 years ago.  Although assisted payment of vacation travel is no longer a benefit in the public service, my mother’s commitment to the cause of gender equality continues to be part of her legacy.  She didn’t just take personal pride in fulfilling her professional ambition or sit on her hard-earned status of being among the first women in public service management.  She saw the big picture and decided to fight for a better and just world, so that many other women and men would have equal access to opportunities to achieve their ambitions and enjoy the benefits of their service.

The most valuable lesson I learned from my mother is that women should never be reticent about pursuing their ambitions or shy away from dissenting voices.  Aspiring to positions of leadership is one of the best ways to fight for a cause and create meaningful change.   Effective leadership requires the courage to take risks, even if it means you may have to ‘properly’ misbehave.   The outcome may surprise you.

See the BIG picture.  Focus on what’s important.

www.camilleisaacsmorell.com 

@Camille21162

What is YOUR Dharma?

Dharma

Throughout his life, my father was a teacher, even though he didn’t spend all his years in the classroom.  High school and university students, business people, social workers and children in foster care all benefited in one way or another from his knowledge of physics, mathematics, human resources and guidance counselling.  In the last ten years of his life, even when dementia robbed him of most of his cognitive abilities, he was teaching his family, friends and caregivers, about the value of human life and the importance of living in the present moment.  I am convinced that teaching was my father’s dharma.

In his book, The Great Work of Your Life, Stephen Cope explores the meaning of dharma – each person’s unique calling and life’s purpose.

Knowing your dharma makes you want to jump out of bed in the morning, eager to get to work, which, when done well, makes you sleep comfortably at night.

Just like my father, we can all live up to our dharma in different ways and through various stages of our career and life.

Cope’s book got me thinking about my own dharma – as a leader, I help people and organizations to be better and do better.  The book also made me reflect on the ways in which leaders can help or hinder people to fulfill their dharma.

People do their best when their work is valued and they feel personally fulfilled doing it.  Leaders are challenged to ensure that they have the right people in the right positions doing the right work.  That’s why I believe that hiring, promoting and retaining talented employees are critical points at which leaders can help or hinder their employees find and fulfill their dharma.

  • Hiring – Motivation is the qualification

Early in my career, one of my colleagues was hired to provide marketing support to the sales team.  As it turned out, she found it difficult to work with sales people.  She did her best work when she was sorting out administrative issues and working on client service protocols.  Frustrated with her working relationships, she confided that helping sales people close sales was not her ‘thing.’ She was motivated by the deep-seated belief that outstanding customer experience determines long-term business success.  By listening to her deep-seated convictions and motivations, we both agreed that serving customers exceptionally well was her dharma.

I haven’t forgotten that conversation.  Whenever I am hiring, I always ask questions to find out the candidate’s personal convictions and motivations. In this way, it is possible to validate the alignment of their values and work ethic with those of the organization.

  • Promotion – Expanded responsibilities should not be a reward for past success

The Peter Principle states that some managers rise to the level of their incompetence and stop being promoted. This happens when the promotion is based on the candidate’s performance in their current role, rather than on their ability to fulfill the requirements of the role to which they are being promoted.   There are many ways in which leaders can help to prepare their people for promotion and professional advancement – additional training, job rotations that expand employees’ skill set, encouraging innovative thinking and action, to name a few.

Not all high-performing employees want to be promoted.

This possibly explains why some top sales people, when promoted to people leadership and management positions, ask to return to a sales role.  They will tell you that selling is what excites them – not managing people and writing reports.

Nothing is wrong with not wanting to be promoted, provided that the employee continues to be engaged, is productive and contributes to the mission of the organization.

  • Retention – There can be a downside to investing in talent retention

In their zeal to retain talent, employers can be blinded by the brilliance of a technically proficient employee, but who is not suited for leadership roles in the organization. For example, an employee may function best as an internal consultant, not as a people manager.  What usually happens is that competent employees feel pressured by the organization’s leadership to stay within the organization by climbing the corporate ladder.  On the other hand, the organization’s leadership feels that providing an upward career path is the best way to retain exceptionally talented employees.

I recently spoke with a former colleague who made the decision to step off the corporate ladder in one organization where she could have had progressively more high-profile positions.  The stress, corporate politics and added responsibilities were not supporting her deep need to fulfill her dharma.  As a professional writer, she does her best work when she is creating compelling communications material.   She found employment at another organization where she feels that the opportunity to do her best work, not the money or status, is what counts.  Her courageous choice to make this change is benefiting her as well as the organization where she now works.  She is happy and feeling valued.  The organization is happy to have found and retained her talent.  A win-win situation!

Holistic people management

Every leader wants to have the right people work with them to ensure that the organization’s goals are met.  Hiring, promoting and retaining talent is challenging, but can be best achieved when leaders take a holistic view of people management.

Understanding the motivations and aspirations of potential and current employees should be an on-going process.

Encouraging employees to be purpose-driven in their efforts and allowing them to define and work towards their aspirations will enable them to fulfill their dharma.  When this happens, the organization, and its employees benefit from the alignment of a shared mission and vision of success.

What is YOUR dharma?

www.camilleisaacsmorell.com

@Camille21162

 

Rethinking Philanthropy – Solving Social Problems Through Private-Public Sector Partnerships

thumb_shutterstock_268078274_1024-800x450 - Partnerships

When we think of philanthropy, images that immediately come to mind are galas and golf tournaments, photos of oversized cheques and smiles, wealthy socialites, high-powered business people and CEOs of non-profit organizations.

The list of social problems and causes – from homelessness to saving the trees – are not going away any time soon.  We know that relying on tax dollars and an already strained public sector bureaucracy won’t solve these problems.   This is why it is not surprising that there are more than 170,000 charities in Canada.  All of them need our money.  And most of us want to be part of the solution.

According to Imagine Canada, we donate $10.6 billion to charities and non-profits and 12.5 million of us   volunteer 2.1 billion hours of our time, which translates to 1.1 million full-time jobs.

As the need to tackle and resolve social issues continues to grow, it is not surprising that 76% of business leaders surveyed by Imagine Canada said that it is difficult to respond favourably to the increasing requests for donations, while 38% said that too many charities are trying to solicit money for the same cause.

Visit the community relations page on the websites of most private sector corporations and you get the same message – We receive numerous worthy requests for donations, however we are only able to support a limited number that align with our charitable vision – and the list of causes that the corporation supports follows.

It’s time to rethink philanthropy. 

Shift the thinking from giving grants and donations to creating private-public sector partnerships. 

In my previous article, I suggested that non-profits should raise funds by helping for-profit organizations be successful.  In this article, I will suggest how corporations, entrepreneurs and professionals in the private sector can contribute to resolving the root causes of social problems by partnering with non-profit organizations, governments and social enterprises.

Implementing innovative solutions through private-public sector partnerships

Private-public sector partnerships are really an expanded form of philanthropy.  Each partner leverages their respective area of expertise.  The result is usually the creation of an innovative solution that neither partner could successfully deliver on their own.   When compared with public sector institutions, private sector corporations generally have stronger capabilities in communications, access to capital, resources to support research and product development, expertise in logistics and far reaching distribution channels.  The public sector can leverage these capabilities and benefit from the private sector’s focus on measured performance and outcomes, particularly in areas such as healthcare where public sector management has produced less than optimal results.

In my experience in the healthcare sector, I have seen private-public sector partnerships work successfully.  Innovative, efficient technologies are being used to resolve problems of overcrowding in emergency departments, collaboration among multiple healthcare providers and supporting chronic disease patients self-manage their health.  All of this has been done without burdensome financial investments or job losses.  For example, all New Brunswick hospitals are now linked to the province’s integrated pharmaceutical supply chain which is co-ordinated through McKesson Canada’s Moncton distribution centre. This is an innovative way of increasing efficiencies in the healthcare system, ensuring patient safety and creating jobs and cost savings.

According to McKinsey & Company, although many private sector corporations tend to approach these partnerships as a purely philanthropic endeavor, their participation can create a virtuous cycle of mutual benefit for all concerned.  Benefits include increased demand for a company’s products and services, a mechanism for joint investment and risk-sharing to create new markets or products. In addition, the partnership can deepen a company’s understanding of key markets and develop valuable networks for future business development.

Purpose-driven impact investment

Social entrepreneurs aim to provide a ‘return to society’ by reducing the impact of poverty, improving access to health, education and technology and protecting the environment, without maximizing profits.  It is estimated that there are 25,000 social enterprises in Canada.  With two thirds of millennials saying that their investments should reflect their social, political and environmental views, we can expect the number of social entrepreneurs to increase.

For-profit organizations and entrepreneurs should consider impact investing as part of their corporate social responsibility programs.  Impact investing combines traditional investing and philanthropy to create social change and financial return.

One way of doing this is by investing in the Social Venture Exchange (SVX).  SVX connects entrepreneurs and organizations seeking to tackle social problems with investors who want to create social impact while generating a financial return.  Another option is to create a social enterprise as a subsidiary of the for-profit organization, established for the purpose of driving social change, with different investment and profit objectives.

Incentivizing employees

When formal partnerships and investing are not feasible, private sector corporations should consider incentivizing their employees to provide pro-bono services to non-profit organizations, particularly on boards and working committees.  Incentives commonly used are the matching of funds raised and financial donations in exchange for employees’ volunteer time.  This is not only beneficial to the non-profit organization, but also for the private sector corporation and its employees.

Employees who volunteer their professional expertise without pay through services such as consulting mandates and project management, benefit from the experience and knowledge gained as well as networking opportunities.  These professionals also gain access to information and insights about economic trends that could potentially provide business opportunities for product innovations, new markets and clients.

Business sustainability is linked to community well-being

Rather than focusing only on short-term profits, businesses should be equally concerned about their long-term sustainability and resilience.

Broadening the scope of philanthropy to include partnerships, impact investing and employee incentives to address social problems is, in my opinion, the key to business sustainability.

Sustainable businesses that can surmount the challenges of sudden changes in the market will survive in the long run if they are connected to healthy economic, social and environmental systems. These businesses will create economic value by contributing to strong communities in which the adverse effects of poverty, ill-health and environmental harm are minimized.  In the long-run, when the public, private and non-profit sectors work together in partnership, we create a culture of communal solidarity in which all citizens have a fair chance to have a good quality of life.

Further reading –

McKinsey & Company Report on Public-Private Partnerships – Harnessing the private sector’s unique ability to enhance social impact

The Canadian Social Entrepreneurship Foundation website

 

Camille Isaacs-Morell is a marketing professional with an insatiable curiosity to learn more, to do better and to make a difference in the world.

www.camilleisaacsmorell.com

See the BIG picture. Focus on what’s important.

@Camille21162