It’s an organisational not personal issue
Burnout is one of those things that organisations are quick to view as an individual issue. The hope is that throwing a few extra days off or wellness initiatives in that direction will keep the individual running. Maybe so, until the next burnout hurdle arrives and this time not so easily swept under the carpet.
With two years of personal and professional challenges arising from the COVID-19 pandemic, it is no surprise that the 2021 Global Workplace Burnout Study has identified a 5 per cent rise in burnout since 2020.
A major conclusion from the study: burnout is primarily an organisational systemic issue, not an individual one. I would encourage you to read this article for a more thorough understanding of the findings and recommendations, including practical questions for leaders to consider when addressing burnout.
The researchers identified there is much more to burnout than just a feeling. They suggest three dimensions that must all be present for a person to experience burnout:
- Physical exhaustion
- A growing cynicism for the job
- Reduced performance
The articles also notes the typical barriers to addressing burnout in organisations. These include the risk of confrontation, holding onto existing structures because they have worked in the past, fear of being blamed, and the layers of bureaucracy that mean inaction is simply easier. To address burnout as an organisation, leaders need to first acknowledge it as an organisational issue and focus on fixing the stressful environment rather than just stressed people.
Thankfully, the article does not leave us there but provides a four-step framework for addressing burnout, known as the RISE model.
- Rethink established structures. We may need to rethink our fundamental assumptions and norms about work.
- Inspire leaders to prioritise wellbeing. This requires a vision that people are inspired to buy into.
- Support leaders through education, resources and acknowledgement. Good intentions are not enough, there needs to be a supportive infrastructure to translate intention into action.
- Experiment with practical solutions to the problem. Encourage “giving something a go” and learning from failures. Trying something is more important than waiting for the perfect solution.
With employees feeling more empowered than ever to leave jobs they are unsatisfied with, addressing burnout is more important than ever if an organisation wants to retain and attract talent. Not only is it doing the right thing as people who employ people, but it is good business practice—boosting productivity, engagement and morale.
Photograph: www.freepik.com.