Burnout is an increasing challenge for employees and their managers. Change exacerbates burnout risk by adding to your team’s cognitive and emotional load: they need to learn new systems, adjust workflows, build new relationships and navigate uncertainty often while maintaining their regular workload. The toll of burnout is not only distressed team members but also weakened performance and morale, plus increased absenteeism and turnover risk.
The good news is that as their manager you’re well placed to incorporate protective strategies against burnout in times of change. Here are three areas to focus on:
- Acknowledge the change and discomfort. It can be tempting to react to changes by trying to drum up excitement to motivate your team but it can be more effective to acknowledge the challenges you’re noticing. Show empathy in team meetings and one-to-ones by listening and recognising the signs of discomfort and fatigue. Appreciate how your team are handling changes, noting individual strengths and contributions. Get familiar with support resources like your Employee Assistance Program so you can signpost when needed.
- Increase clarity and control. Change increases burnout risk by creating uncertainty and reducing control, so tackle these causes directly. Communicate what’s staying the same, not just what’s changing. Clarify the priorities and expectations amidst the changes. Which changes are vital for your team to implement now versus later? What are the realistic expectations around workload and performance during the adjustment period? Help your team translate this to their to-do lists and establish clear escalation paths.
- Enhance team cohesion and community. Community and belonging are superpowers against burnout. Be intentional about strengthening connections by creating opportunities for your team to connect virtually and in person. Buddy people up on initiatives and implementation. Celebrate small wins as a team. Get your team’s input on what matters to them to design team rituals like a morning 10-minute huddle. Watch for interactions becoming overly transactional during stressful periods. While understandable, transactional exchanges need a foundation of meaningful social interaction to avoid eroding belonging. If interpersonal tensions arise, address them head-on as difficult social interactions are draining and contribute to burnout risk.
Don’t forget yourself
Managers are at particular risk of burnout themselves, often caught between managing up to senior leadership and supporting their team. It’s important to put on your own oxygen mask by prioritising your self-care and leaning on your support network. Otherwise, unmanaged stress will get in the way of you accessing your best qualities and skills just when you need them most.
As burnout continues to be a key workplace issue, you can build a leadership approach that’s conducive to sustainable performance by incorporating these protective factors.
Further support
Discover how to rebuild your strength and motivation by watching Sarah’s inspiring video on resilience and recovery:
