Paul Guess explains what work-related burnout means and outlines the pivotal role managers can play in prevention and recovery
Many people think of ‘burnout’ as solely related to how much they work. They believe just taking some time off will relieve feelings of overwhelm and pressure and that they can quickly return to work feeling refreshed and renewed.
Several factors can cause burnout, however, and it is unlikely to be resolved by taking a break.
One of the most important contributors to a person’s well-being at work is their relationship with their manager. As burnout has been classified as an “occupational phenomenon” by the World Health Organization, support at work is essential to curb the rising tide of overwhelm at work.
The manager's role is critical in assessing and addressing employee burnout. Here are some tips to support leaders in preventing and managing burnout in their teams.
1. Be knowledgeable about the factors that contribute to burnout
Research has indicated the six areas that, when left unchecked, can lead to burnout. Recognising how these areas impact a team can give leaders a better idea of how to improve.
Workload
Do staff have a clearly defined job description, and are their responsibilities reasonable? Additionally, do they have the resources they need to fulfil the duties assigned to them?
Perceived lack of control
When people feel they have a say in the decisions being made that are related to their job, it can positively affect well-being and reduce feelings of disengagement and cynicism.
Appreciation and reward
When people feel the extrinsic and intrinsic rewards of their job don’t match their effort and time, they can become disengaged and unmotivated – a key indicator of burnout.
Fairness
Ensure that people receive fair and equitable treatment. Transparency and trust are the foundations of psychological safety within the workplace, and innovation and creativity flow from this. It is essential to effectively communicate the thinking behind decisions that impact them.
Community
It is vital that people feel a sense of belonging within the organisation. Develop opportunities to bring teams together and keep connections strong to build positive relationships, as loneliness and isolation are often drivers of poor mental health and well-being.
Values
Do the leadership’s behaviours create an environment in which people feel that it’s okay to look after their well-being? Role modelling and recognising their own management style and how it contributes to an employee’s experience is an important piece of reflective work that will lead to improved relationships.
2. Pay attention to the warning signs of poor mental health
There are common indicators of burnout that managers should be aware of:
- poor decision making;
- reduced concentration levels;
- feelings of overwhelm;
- withdrawal;
- procrastination;
- inability to prioritise tasks effectively;
- poor timekeeping;
- relationship difficulties;
- expressions of anger and frustration; and
- increasing cynicism and disengagement.
If a manager notices these behaviours in a team member, they must be aware of how to manage burnout in an employee. There are several steps they should take:
Start supportive conversations
Managers should use one-on-one opportunities to start exploring what might be driving any difficulty.
Some people will need a little encouragement to open up, so actively listening to what they say, creating space and responding sensitively will help to reassure them that their manager is there to support them.
If they feel stressed or overwhelmed by their workload, guide them on how to handle pressure.
Set clear goals and spotlight progress
When people don’t have clear goals, they either become stuck because they are unsure where to invest their energy or frantically churn out work in the hope it will be valuable. Good leadership involves setting clear goals that contribute to the team’s success.
It’s also important to recognise progress and highlight any accomplishments or achievements by individuals or the team.
Protect the team’s time
A manager must protect their team’s time, especially regarding their well-being.
Ensure that people take time off in light of illness, bereavement or other notable situations.
Encourage people to take their annual holiday allowance and have some protected time to rest and decompress during periods away from work.
Managers should always be practising the behaviours they encourage, so they must be sure to take their own time off as well.
Paul Guess is a mental wellbeing expert at caba, the occupational charity supporting ICAEW
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