Tackling workplace burnout from a positive perspective
Actively engaging with employees to deal with burnout will lead to loyalty and productivity
When I started to research this article, I was originally going to write about a broader version of “Motivation“. It didn’t take me too long to discover that right now, one of the more immediate challenges, concerning organisations and individuals alike, is the overhang of the pandemic which is the very real feeling of burnout.
An article by Greater Good Magazine -Scienced based insight for a meaningful life, suggests that “job burnout is on the rise and that people are feeling emotionally exhausted, detached from work and colleagues, and less productive and efficacious”. The article argues that “employers need to stop blaming employees for not being resilient enough and instead change the policies and workplace cultures” that (in my view) gives rise to the possibility of burnout in the first place.
I believe that any effective and long-lasting solution needs to go deeper than tactical “wellbeing” initiatives and “perks” and whilst the article in question states 6 causes of burnout, I comment on the 3 that I believe are fundamentally at the heart of the matter.
A perceived lack of control
Autonomy is key to living authentically. Instead of micromanaging employees (which in itself has a significant demoting effect on them), it is suggested that coaching be used to encourage employees to ask questions and to search for, and come up with as many different solutions as possible. Equally as important is to coach the employees on their own goals and to work towards understanding how these might be aligned with organisational and team goals. Win-win-win.
Poor relationships
“A sense of belonging” is as true in the workplace as it is in our personal lives, and this is backed up in a referenced article by Gallup. Poor relationships are draining and so helping people to connect is essential to encouraging collaboration rather than a competitive environment.
Values mismatch
The article appears to suggest that employing people with values that align with the organisation is at the centre of workplace welling and harmony. My own view is that both employer and employee will benefit from flexibility and agility when it comes to committing too early to values.
Continually checking in and revisiting values and beliefs is necessary. As my own experience suggests, unless deep values work is embraced, then many people and organisations carry bias(es) about what their own true values are, and have in many cases, adopted the values and beliefs of others without challenging them and settling on their own. This then leads to the conflict that a lack of authenticity brings.
And to close
The article concludes “Overall, changing organizational cultures to be more purpose-driven, kinder, and rewarding for workers is bound to help prevent burnout. By stopping overwork, communicating organizational values, fostering social bonds, and being fairer, more appreciative, and less controlling, organizational leaders can make sure they are supporting, and not hindering, worker well-being.”
The solution
Many employees have fundamentally changed not only the way they want to work (hybrid), but also are far more in touch with finding their values and what makes them “tick”. Organisations and employees will benefit hugely by working together to explore where the alignment now is and how to best secure win-win-win outcomes in light of the “New Era” of work-life balance, removing the conflict of acting without integrity and authenticity (in my view, the biggest contributors to burnout).
Research by Nigel Fisher (2020), principal at New Era Coaching, suggests that there are two key pillars predicting higher scores in “Satisfaction with Life” (Diener et. al. 1985). The personality trait of “Conscientiousness” (McRae & Costa 1987) and the psychological wellbeing factor of “Positive Relationships with Others” (Ryff & Keyes).
Add into the mix the pillar of “Motivation” (values, beliefs, and strengths) to achieve “Aspirational Outcomes” and the result is the “Focused Formula for Success ©”, the heart of our coaching programmes at New Era Coaching.