In the ever-evolving landscape of modern workplaces, the narrative often revolves around organisational culture as the linchpin for success or failure. However, beneath the surface of these discussions lies a potent adversary—burnout. It’s time to challenge the prevailing notion that workplace challenges are primarily rooted in culture and assert that, more often than not, they emanate from the pervasive force of burnout. Addressing burnout, the cause rather than the symptom, is the transformative key for organisations to navigate and thrive in today’s fast-paced economy.
More than just a buzzword, burnout goes far beyond feeling tired or stressed. It’s the end stage of chronic stress when the body has lost its ability to cope with the increased energy expectations it needs to be successful. This leads to:
Now that we’ve laid the groundwork, let’s talk about what this could look like in your organisation. Signs of burnout are not always glaring; sometimes, they’re the subtle tremors beneath the surface. As leaders, it’s crucial to decipher both the overt and covert signals so that you can right the ship and address the problems before they are allowed to grow.
Clear signs of burnout include increased absenteeism, higher turnover rates, and a noticeable drop in work quality. You’ll also see it in frequent sighs, anxious voices, constant clock-checking, and a general atmosphere of stress.
More subtle signs, like “quiet quitting,” can be harder to spot but are early warning signs. Look for employees who once arrived early and stayed late but now leave quietly. Notice if previously outgoing employees become withdrawn or if there’s a decline in enthusiasm during meetings. Increased gossip and reluctance to attend team-building events are also signs.
As leaders, it’s our job to notice these signals to maintain employee retention and job satisfaction.
When I met Hugh, he was feeling completely drained by his work as an Occupational Therapist in a busy return-to-work rehabilitation program. He had gone from feeling engaged and excited to help his clients, to struggling to relax all weekend because he was dreading Monday morning. Every day Hugh felt buried in a mountain of legal paperwork and didn’t feel that he was able to do his job effectively because he was always in his office. Hugh rarely left work on time, often staying hours after the clinic closed in order to get everything done.
He addressed this with his supervisor who “solved” the problem by increasing his regular work hours – which left Hugh feeling defeated because this “solution” didn’t address what Hugh saw as the main issue. This left him feeling stuck and he started to look for other jobs to apply for.
In my first session with Hugh, I helped him realise his burnout subtype which allowed him to see what the true solution was. We then created a burnout recovery and prevention action plan together, which Hugh brought to his manager and they started implementing it right away. Hugh stayed in his role for another three years before transitioning into a management position within the organisation.
Picture your team as a tightrope walker, delicately balancing tasks, deadlines, and interpersonal relationships. Now, imagine the impact when burnout introduces a gust of wind, threatening to topple the delicate equilibrium.
Erosion of Trust and Collaboration
Burnout damages communication and teamwork, turning a cohesive unit into a group struggling to stay afloat.
Innovation and Creative Problem Solving Disappears
Passion and energy drive innovation, but burnout stifles creativity, making brainstorming sessions dull.
Increased Conflict and Tension: Why Can’t Everyone Just Get Along Anymore?
Emotional exhaustion from burnout leads to more conflict and tension, escalating simple disagreements into major issues.
Ohouo is a highly skilled Registered Nurse who had worked as the Unit Manager of a very busy Intensive Care Unit that looked after the most critically ill children in their area. When Ohouo reached out to me she felt stuck. The staff were burnt out, they knew it, leadership knew it, but aside from a few guest speakers on the benefits of nutrition, exercise, mindfulness and meditation, and a few pizza parties, the leadership team didn’t know what else they could do.
“I mean, I know the staff appreciate the sentiment, but a pizza party isn’t going to address the fact that no one is helping one another anymore, that they’re all just getting through their shift and no one has the capacity to go above and beyond for these families anymore.”
Ohouo and I organised a time for the leadership team and I to co-create a Burnout Recovery and Action plan to address the team dynamics and culture issues they had noticed within their team.
“What stood out for me was that you immediately addressed that we weren’t going to be able to address all of the systemic factors that were increasing the stress and pressure on our staff. I can’t help the fact that we’re short staffed all the time even though we’re constantly recruiting and no one is applying. I can’t help the fact that there are industry and college standards that have to be upheld which add to the workload of my staff. You didn’t have us ignore those things, but showed us how to work with them, and that made all the difference.”
Differentiating between the systemic issues that could be addressed and those that simply cannot be changed is the biggest first step your leadership team can take to create a plan for your organisation to recover from and prevent the pattern of burnout from perpetually destroying morale and damaging company culture.
If your company is experiencing burnout, what do you do? What steps can you take to help support your team and get back to a place where everyone is collaborative, supportive, and effective again?
Step 1 – Acknowledge if burnout is present in your organisation
You can’t fix a problem you’re not aware of, so looking for the signs and symptoms of burnout in your team is the first step.
Step 2 – Identify Addressable Factors
Differentiate between factors you can influence and those you can’t. Focus on manageable factors first and develop strategies for those beyond your control.
Step 3 – Develop and Implement a Burnout Recovery & Action Plan for Your Organisation
With an understanding of the problem, develop a comprehensive action plan. This should include direct actions, open conversations, and empowering all levels of the organization.
The path to a burnout-resilient future demands a recalibration of focus—from merely addressing symptoms to confronting the root cause. By embracing proactive measures, organisations can foster an environment where burnout is recognized, understood, and effectively managed, laying the found
References:
