Studies and surveys from a variety of sources and with a variety of perspectives come to the same conclusion – the level of burnout in the workplace today is a serious problem. My goal here isn’t to convince you of that fact. Rather, I want us to acknowledge that even unintentionally leaders are a source of burnout for team members.
You are like the pebble tossed into the pond. Your behavior and approach have a ripple effect on those you lead. Are your ripples increasing the likelihood your team members are experiencing burnout?
Most leaders, including presumably you if you are reading this, don’t want to add to the burnout of your team members, because a burned-out team member is less productive, less safe, a poorer communicator and decision maker, and much more.
If we have burnout and don’t want that thing, yet realize we are a cause of it, we should address the issue, don’t you think?
Ten Things You Can Do
There is plenty you can do to make sure you are reducing the number of negative ripples or eliminating them entirely. These ten tips are a great place to start.
- Physician, heal thyself. Does your stress level go up if those around you are stressed? Is there a bigger impact if those stressed people are important in your life (like say, a boss)? The best first thing you can do is make sure you are monitoring your own stress and burnout level. Chances are if you are burnt out, your team members may be too. Find ways to practice self-care and restoration.
- Have a pressure relief valve. In liquid and gas filled systems, there are values that will release some gas or liquid if the pressure in the system gets too great. We need similar release mechanisms for our emotions. Make sure you have one, and that it isn’t venting, yelling at, or taking it out on your team (that isn’t pressure release, just pressure transfer!). Help them find a pressure relief valve too.
- Respond more, react less. There is a big difference between responding to a situation, challenge or disruption and reacting to it. When you are more measured and less immediate and emotional (i.e. reacting) to a situation, you will reduce the chance of a burnout ripple splashing over your team.
- Create clearer expectations. Expectations can be too high and cause stress and burnout, but more often, I see the burnout ripples come from expectations that are unstated or unclear. If your team is spending time, emotional and physical energy trying to decide what their job or goal is, they aren’t focused on the right things. When you clarify expectations, you take a step to reduce burnout.
- Have a rhythm of connection. Burnout can be reduced if people know they have time to connect with and work with you. Make sure you have a process for one-on-ones with your team members. When people know they will get your time and attention, stress is reduced. And those conversations help you know how your team members are doing and see what you can do to help.
- Be available. One-on-ones are critical. But they aren’t enough. And telling people you have an open-door policy isn’t very helpful if people are remote and can’t see your door (or you don’t even have one). Burnout can be reduced when people know if they have a concern, challenge, or issue they can get your ear, your support and your help. Make sure you are available, and people know when and how to get a few minutes of your time and attention.
- Create real conversation. Whenever you are together, formally or informally, it is important that you have a real conversation. What does that look like? You need to talk less! You need to ask more questions! Burnout won’t be reduced if you simply talk. A conversation is two-way – and to make that happen, you likely need to talk less than you think you do.
- Ask for feedback. As you observe and spend time with people, you will (hopefully) have a sense of their burnout level. But you also need to ask people how they are doing. And ask for feedback on what you can do to help reduce the level of burnout they are experiencing.
- Consider the value of “no”. We often heap complexity on top of complexity. Do you and your team think about what you can eliminate or not do? Is it ok for people to push back on a task? Are you willing to say no to outside requests that aren't seen as valuable? “No” is a powerful salve for burnout. Make sure it is part of your and your team’s vocabulary.
- Check urgency levels. Have you ever had your boss ask you for something and you immediately moved it to the top of your (already overloaded) task list? Do you realize you are doing that to your team too? Be explicit about how urgent requests are. In a fast-paced world, is urgency important? Of course. But we can’t run at 100 mph all day, every day. And if you as a leader are expecting or prompting that level of speed, burnout will occur.
These ten actions will help you reduce the ripples of burnout you might currently be causing for your team members. Pick at least one to work on today. Not sure where to start? Start with feedback - ask your team how you can best help them and start there – whether that suggestion is on this list or not.
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