Much has been made recently about increased levels of burnout and the impact of hybrid and distributed work on individuals and teams. The term “burnout” has been stigmatized but we are now starting to understand the causes of burnout and the role leaders can play in prioritizing wellbeing. The World Health Organization recognized burnout in 2019 and defined as follows:
“Burn-out is a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions:
- feelings of energy depletion or exhaustion;
- increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job; and
- reduced professional efficacy.”
As noted by Jennifer Moss in a recent Harvard Business Review article the burnout problem existed before March 2020, but has since been exacerbated. As Moss notes, the factors leading to burnout are many. An unsustainable workload, perceived lack of control and insufficient rewards for effort are low hanging fruit when it comes to problems leaders are in a position to fix.
Leaders and managers can also seek to understand and monitor the workloads and career goals of their team members and aim to closely match skills to projects. Making sure this is happening as much as possible during a time of uncertainty supports their engagement and connection within your team and organization.
As organizations and leaders make decisions about if, when and how frequently colleagues will return to their physical offices, they should communicate as much as possible and prioritize wellbeing. As the pandemic appears to ease in the United States, leaders have an opportunity to increase their engagement with colleagues by seeking input on prospective plans, communicating clearly and intentionally and recognizing the toll the pandemic has had on employees and their families.
