What if burnout comes down to a set of unmet expectations and as leaders its up to us to watch, look, and listen for unmet expectations?
There are many resources that talk about signs of burnout. In an organization, in any business or institution, the culture sets us up for personal failure or success. Personal failure in this case is individual perception. When we decide our expectations are no longer met (no one understands us or our effort goes unrecognized – naming just two) things change. Immediately. We can support our teams by communicating our expectation and how we acknowledge effort and results in our organization. This is a conversation that Jess Dewell hosts with Mark Carruthers and Theresa Robison on the real story behind recognizing burnout.
Starting the Conversation:
- 80% of workers feel stress on the job, nearly half say they need help in learning how to manage stress
- 25% view their jobs as the number one stressor in their lives
Host: Jess Dewell
What You will Hear:
Take responsibility (and recognize) we cause our own stress.
A problem that spans decades, where businesses are falling short.
Workaholics aren’t on the path to burnout.
The switch to burnout isn’t a path…it’s instantaneous.
When culture allows people run themselves ragged.
Cues a shift happened within one of our team members.
Concept of a safe person, how to be one, and how to identify one.
Problems that crop up are discussed as they show up, not just at evaluations.
Communication processes must include agreement from all people using it.
Build a two way communication street, and how to know when communication is blocked.
Ideas to create a stop-gap of burnout in our teams – when we find ourselves in the midst of a storm.
Notable and Quotable:
Mark Carruthers: A large part of burnout is amount of stress and state of mind.
Theresa Robison: People are willing to work themselves beyond their capacity to advance [at work].
Mark Carruthers: When we don’t enjoy what we are doing and are negative about the people around them, a person is on the path to burnout.
Theresa Robison: At the moment it is perceived that effort is unappreciated, I see instantaneous burnout.
Jess Dewell: What do we do from here?
Mark Carruthers: I start watching my people from the first interview.
Jess Dewell: Active role in asking and listening: what happened this week that took you off mission?
Theresa Robison: My current role in my school district is a safe person by design.
Mark Carruthers: In employee evaluations, any problems shared MUST be shared and known by the person before the (official) meeting.
Mark Carruthers: Often, there are
Mark Carruthers: Openness and willingness to hear when people disagree with us.
- Employee Burnout is a Problem with the Company, Not the Person
- Workplace Stress Statistics
- Ten Signs You’re Burning Out and How To Stop Them
- The Silent Marriage Killer More Deadly Than Sex & Money—I Wasn’t Ready for This…
Tags: burnout, responsibility, productivity, mindful, effective, systems, culture, stress, survival, mission, advocate, unwritten agreements