Burnout is prevalent in today’s fast-paced world of work. People across the globe are weary and exhausted. With team members struggling and feeling burnt out, organizations and teams are experiencing decreased engagement and productivity, facing challenges in retaining top talent, and suffering financially.
When it comes to addressing burnout, the focus is often placed on the individual. How can we "fix" them? What can they do "better"? The reality is that burnout is not only about the individual; it can signal that systemic changes are needed within an organization. If the leadership, environment, or work culture is off, it can be exceedingly difficult for team members to feel good while doing good work. Telling people that personal resiliency and self-care will simply remedy the situation is not the solution.
The key aspects of burnout can be identified using the key areas of the Maslach Burnout Inventory. The six key areas that researchers have found to contribute to occupational burnout are workload, control, reward, community, fairness, and values.
Here are some reflection questions and suggestions for addressing these key factors in your workplace:
Are the work requirements within reasonable human limits?
If we have 15 priorities, then we have no priorities. Heavy workloads and unreasonable expectations can contribute to burnout. It is important for leaders to be aware of the expectations and pressure they are putting on their team members. Simply recognizing your team’s workload and if they have a lot on their plate can be helpful. Ultimately, our workload needs to be within the scope of human limits.
Suggestions:
Are there enough areas of the work and how your team members do the work that are within their control?
Most team members will understand that they cannot control every aspect of their work, but allowing for key areas where they have flexibility can make a big difference. In my work, I see a lot of organizations and leaders trying to “own” people’s time. This stems from a need to micromanage and a lack of trust that your team members are going to be able to get things done. At the end of the day, people just want to be treated like the capable adults they are.
Suggestions:
Are your team members acknowledged and compensated for their work?
From a behavioral perspective, if we are not reinforced enough, it can be extremely challenging to continue forward. Conversely, when we feel recognized for the work we do and appreciated for who we are, we can see the value in our work and how we are making a difference in the team and organization.
Suggestion:
Give recognition to team members’ contributions. Specificity matters here. For example, try saying, “Thank you for taking the lead in that meeting; it made a big difference. I appreciate you,” or “Your attention to detail really made this report what it was. Thanks to your efforts, the team feels well-prepared for our next client meeting.”
Are there opportunities within the work for community and collaboration?
Collaboration and being part of a team are critical for preventing burnout. When your team members feel connected and share a vision of what their work culture can be, work can become more sustainable and enjoyable.
Suggestion:
Are the domains of equity, inclusion, and diversity recognized and supported?
To foster a sense of fairness and respect, it is key to ensure that equity, inclusion, and diversity are authentically practiced in all areas of the workplace. We want to create spaces where people feel seen, heard, and understood. Not only do we want them to have a seat at the table, but we also want them to have a voice.
Suggestions:
Are your team members able to work in alignment with their personal values?
The truth about stress and burnout is that it is not only about the work. Burnout can also signal that something in our life is not in alignment with our values. Time spent outside of our values can hurt us physically and psychologically, and it can ultimately diminish how we perform.
Suggestions:
While burnout is experienced on an individual level, its impact can ripple through organizations as a whole. With burnout posing a significant risk to employee well-being and team effectiveness, it is crucial that leaders consider how they can proactively address the underlying causes within their teams and organizations rather than exclusively addressing the symptoms of burnout when they arise.
References
Maslach, C., & Jackson, S. E. (1981). The measurement of experienced burnout. Journal of Organizational Behavior, 2(2), 99-113. https://doi.org/10.1002/job.4030020205
6 Ways to Prevent Your High-Performing Team From Burning Out
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23.02.2024
Burnout is prevalent in today’s fast-paced world of work. People across the globe are weary and exhausted. With team members struggling and feeling burnt out, organizations and teams are experiencing decreased engagement and productivity, facing challenges in retaining top talent, and suffering financially.
When it comes to addressing burnout, the focus is often placed on the individual. How can we "fix" them? What can they do "better"? The reality is that burnout is not only about the individual; it can signal that systemic changes are needed within an organization. If the leadership, environment, or work culture is off, it can be exceedingly difficult for team members to feel good while doing good work. Telling people that personal resiliency and self-care will simply remedy the situation is not the solution.
The key aspects of burnout can be identified using the key areas of the Maslach Burnout Inventory. The six key areas that researchers have found to contribute to occupational burnout are workload, control, reward, community, fairness, and values.
Here are some reflection questions and suggestions for addressing these key factors in your workplace:........
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