I’m the Workplace Wellbeing Strategist who burnt herself out in 2023. I’ve only myself to blame because I work for myself and frankly, given my knowledge and expertise, I should have known better. Fortunately, I was able to spot the signs relatively early and avoid a full-blown catastophe, but I confess, I got pretty close.
I landed with a bump (not a crash, fortunately) and in hindsight it was a wake-up call that I needed, and one that has led to some huge personal changes in my work and personal life.
By the end of 2023, I was starting to become disillusioned with my chosen career path – one that I am incredibly passionate about. Of course, it was this passion that turned into unhealthy determination and a loss of perspective. I said ‘yes!’ to way too much which meant that the months leading up to the end of the year were a blur of self-imposed deadlines, long-hours, and mounting stress. I had a long break booked for Christmas and New Year, and I put way too much pressure on myself to achieve certain things ahead of that deadline.
By the time my vacation arrived, I couldn’t enjoy it. I riddled myself with guilt about the things I hadn’t done, I became scared of picking up my phone should someone need something from me, and instead of making the most of my time in a beautiful country, I struggled to summon the energy to do more than hang out in the garden or watch a movie.
By the time the new year rolled around, I needed to get back to work, but I simply couldn’t bring myself to do it. At that point, I decided that I would take 6-weeks to reclaibrate. The effects of burnout linger as a way to protect you, to slow you down, whether it is convinient or not.
So, why am I sharing my story?
- To demonstrate that EVERYONE is at risk of burnout and provide some insight as to what signs to look for
- Simply being aware of a risk doesn’t stop you driving into it at 100-miles per hour. Education without changing behaviours and environment will be futile
- To provide context for the following tips for business leaders and managers that I offer below.
Prioritize Workload Management:
Overloading employees with excessive work can quickly lead to burnout. As leaders, it’s essential to assess workload distribution and ensure that employees have the resources and support they need to effectively manage their responsibilities. Encourage open communication and provide opportunities for employees to voice concerns about workload pressures. Respect when an employee says ‘no’, and be careful that they aren’t saying ‘yes’ too often.
Promote Work-Life Balance:
Achieving a healthy work-life balance is crucial for preventing burnout. Encourage employees to take regular breaks, use their vacation time, and prioritize self-care activities outside of work. Lead by example by demonstrating a commitment to work-life balance and respecting boundaries around after-hours communication.
Foster a Culture of Support:
Cultivate a culture where employees feel supported and valued. Provide opportunities for mentorship, coaching, and professional development to help employees navigate challenges and build resilience. Encourage peer support networks and create channels for employees to seek guidance and assistance when needed.
Encourage Regular Check-Ins:
Regular check-ins between managers and employees can help identify early warning signs of burnout and provide opportunities for intervention. Use one-on-one meetings to discuss workload, stressors, and personal wellbeing. Actively listen to employees’ concerns and offer support and resources as needed.
Promote Psychological Safety:
Create an environment where employees feel safe to express their thoughts, feelings, and concerns without fear of judgment or reprisal. Encourage open dialogue and constructive feedback, and foster a culture of empathy and understanding. By prioritizing psychological safety, organizations can mitigate the risk of burnout and promote a culture of trust and collaboration.
Conclusion:
By implementing strategies to manage workload, promote work-life balance, foster a culture of support, encourage regular check-ins, and promote psychological safety, organizations can break the cycle of end-of-year burnout and set the stage for a productive and successful first quarter.
Go deeper:
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual review of psychology, 52(1), 397-422.
Pfeffer, J. (2018). Dying for a paycheck: How modern management harms employee health and company performance—and what we can do about it. HarperBusiness.
Here to help
WellWise can assist your organisation to create an environment that reduces the risk of burnout, and the associated costs and lingering implications this creates. Please visit the WellWise Linked In page and reach out!