15 things every leader needs to know about burnout

Content
- 1. Burnout has a very specific definition
- 2. Rates might be soaring
- 3. Think the end of COVID will mean less burnout? Don’t be so sure
- 4. “I’m feeling burned out” is the new “I’ve got the flu”
- 5. Managing burnout takes collective – not just individual – action
- 6. A proactive approach starts with data
- 7. Want to spot burnout? Look for three key signs
- 8. Burnout doesn’t spark overnight – which means it can be stopped
- 9. Burnout can blunt engagement
- 10. Symptoms are many, and plenty scary (for employee and employer)
- 11. Burnout is more than a syndrome, it’s a culture (and your organization might encourage it)
- 12. Employees have the power to stop burnout
- 13. And leaders have a duty to support
- 14. Managers can lead the change
- 15. Start today: upskill your leaders
Burnout has become a pressing issue in today’s work environment, affecting not just individual employees but also the overall productivity and morale of organizations. The recent webinar featuring insights from Culture Amp and Dr. Sofia focused on the complexities of burnout and highlighted effective strategies for creating a supportive workplace culture. Here’s what we learned.
1. Burnout has a very specific definition
In 2019, burnout made it into the WHO’s International Classification of Diseases. Pegged as an ‘occupational phenomenon,’ the health body spells out “it is not classified as a medical condition [their use of bold, not ours]… and should not be applied to describe experiences in other areas of life.”
Burnout is classified as an occupational phenomenon, distinctly separate from medical conditions. It’s important to recognize that it is a syndrome specifically related to chronic workplace stress that hasn’t been effectively managed. Understanding this definition helps organizations target their interventions and clarify what burnout truly entails.
2. Rates might be soaring
Despite the strict meaning, science around burnout remains a bit hazy. A 2017 academic study proved this – crunching data from 40 years of research, where rates among some groups were as high as 69%. That said, even the more cautious studies showed at least 1 in 10 had burnout.
During COVID’s early days, burnout seemed to be everywhere. In a McKinsey survey, half (49%) of all respondents said they felt ‘at least somewhat’ burned out. Elsewhere, a Canadian study revealed a 63% spike, post-pandemic.
3. Think the end of COVID will mean less burnout? Don’t be so sure
Despite the return to a more stable environment, the repercussions of the pandemic continue to affect employees. Organizations may find themselves in a precarious position where they need to maintain productivity levels while potentially having fewer employees. This strain can lead to an increase in burnout if not addressed proactively.
4. “I’m feeling burned out” is the new “I’ve got the flu”
One reason the WHO is so rigid on the boundaries of what burnout is (and isn’t) might be the awkward fact that, in wider society, the meaning’s been mangled.
The term “burnout” is often misused, leading to confusion around its actual meaning. While feelings of stress and fatigue are common, they don’t equate to burnout. Burnout encompasses a state of chronic exhaustion, a sense of depersonalization, and feelings of inefficacy. Clarifying these differences is essential for employees and employers to accurately identify and address burnout.
5. Managing burnout takes collective – not just individual – action
Addressing burnout effectively involves a collective effort from both individuals and organizations. While employees can work on their personal coping strategies, organizations must create supportive environments that encourage open communication, flexibility, and wellbeing. A top-down approach to managing stress can foster a culture of understanding and support.
How companies approach their role is crucial.
You can be reactive – that is, trying to help staff who have already burned out (though there’s a higher chance these workers will be off sick, or looking to quit).
Or proactive. This means putting things in place to make burnout symptoms far less likely. Think healthy boundaries, manager training, or a mentally healthy culture.
6. A proactive approach starts with data
We often say at Unmind that “What gets measured gets managed.” And that’s 100% true of burnout.
Organizations need to prioritize data collection regarding employee feedback on stress and workload. Relying on anecdotal evidence can result in missed opportunities to take action. By using surveys and other feedback mechanisms, companies can identify trends and areas of concern, allowing leaders to make informed decisions that support employee wellbeing.
7. Want to spot burnout? Look for three key signs
Understanding the signs of burnout is crucial for timely intervention. It typically presents itself through three dimensions: exhaustion, depersonalization, and inefficacy. Employees may feel drained, emotionally disconnected from their work, and question their ability to contribute meaningfully. Training and awareness programs can help both employees and managers recognize these signs early on.
“Often it’s systemic issues that really contribute to burnout. While there might be great policies in place for annual leave, or workload, if we’re not paying attention to the patterns of systemic workload pressures, that’s when people experience more burnout.”
8. Burnout doesn’t spark overnight – which means it can be stopped
Burnout isn’t binary. Burnout is a gradual process rather than an immediate event. It can unfold over weeks or months, making it vital for organizations to act early. By implementing preventive measures, such as regular check-ins and promoting a healthy work-life balance, employers can help employees remain engaged and avoid reaching a state of burnout.
9. Burnout can blunt engagement
The connection between burnout and employee engagement is significant. Employees who feel overwhelmed are less likely to be engaged in their work, which can lead to decreased productivity and higher turnover rates. Organizations must recognize that addressing burnout is not just about employee health; it’s also crucial for maintaining high levels of engagement and performance.
10. Symptoms are many, and plenty scary (for employee and employer)
When proper, real-life burnout hits, there are so many negative side effects that you have to divide them into categories. They are:
• Physical: Tension, chronic headaches, stomach problems, exhaustion.
• Emotional: Emotional blunting, helplessness, cynicism, depletion.
• Behavioral: Withdrawal, irritability, neglecting personal needs, loss of motivation.
Common physical symptoms include chronic headaches and fatigue, while emotional symptoms can involve feelings of helplessness and cynicism. Behavioral changes, such as withdrawal from colleagues and neglecting personal needs, can also indicate burnout. Understanding these symptoms helps organizations take a holistic approach to employee health.
11. Burnout is more than a syndrome, it’s a culture (and your organization might encourage it)
Systemic issues within an organization often contribute to burnout. For instance, unrealistic workloads, lack of support, and a high-pressure environment can exacerbate stress levels. It’s essential for organizations to evaluate their workplace culture and policies to ensure they promote a healthy work environment rather than contribute to burnout.
“At an organizational level, burnout is closely linked to productivity, absenteeism, reduced work engagement and lower job satisfaction.”
12. Employees have the power to stop burnout
Successfully beating burnout is a team game, for sure. Though Dr. Sofia was keen to outline strategies for employees to try.
- Self-care: It’s about making sure we’re attending to our foundations – so getting enough sleep, looking at our diet, drinking enough water, exercise, limiting alcohol – all of those things we know we need to prioritize. And also engaging in those activities that comfort us and make us feel good. It’s not only about chocolate and bubble baths. It’s also about having boundaries, saying no, and really knowing what to prioritize so we don’t neglect ourselves.
- Challenging beliefs: We might think that we don’t deserve [to take time out], or that it’s selfish. We might hold unhelpful beliefs that act as internal stressors. We might have perfectionist tendencies or believe that we always need to give 120% in everything we do. It’s important to gently challenge those beliefs when they come up.
- Sphere of control: So the importance of doing things like attending to work-life balance, using up our holiday allowance, leaving work on time when we can, maybe having boundaries around when we check work emails, and also knowing when to delegate, and ask for help when we need it.
While organizations hold significant responsibility, employees can also take proactive steps to manage their wellbeing. This includes practicing self-care, setting healthy boundaries, and seeking support when needed. Encouraging employees to prioritize their mental health can help create a culture where wellbeing is valued and supported.
13. And leaders have a duty to support
Managers are instrumental in shaping workplace culture and supporting their teams. By building strong relationships and maintaining open lines of communication, leaders can create an environment where employees feel safe discussing their challenges. Training managers on how to recognize and address burnout can enhance their effectiveness in fostering a supportive atmosphere.
14. Managers can lead the change
Investing in effective training for leaders on mental health and burnout prevention is crucial. Training can equip managers with the necessary skills to recognize signs of burnout and support their teams effectively. This investment not only improves workplace morale but can also lead to tangible reductions in burnout rates.
15. Start today: upskill your leaders
To effectively prevent burnout through cultural change, organizations should implement strategies based on the insights gained from the webinar. By focusing on training, data collection, and supportive workplace practices, companies can foster a healthier, more engaged workforce.
Beyond the fact that just learning about mental health can improve wellbeing, a 2017 study showed manager training had a major impact on knowledge, attitudes, and behavior towards colleagues experiencing mental illness. Most impressive was the drop in work-related sickness.
Oh, and a ROI of 10:1.