Banishing Burnout: Strategies for a Constructive Engagement with Work

Transcription

1 Banishing Burnout: Strategies for a Constructive Engagement with Work Professor Michael Leiter, PhD Acadia University & Michael Leiter & Associates

2 Michael P Leiter, PhD Professor Acadia University Canada Research Chair in Occupational Health Professor of Psychology Widely Published on Burnout The Truth About Burnout with Christina Maslach Work Engagement with Arnold Bakker Banishing Burnout with Christina Maslach Incivility Crisis

3 Why Address Burnout? REASON 1 Burnout, stress, and workrelated fatigue are pervasive and increasing bases for disability claims in the postindustrialized world. Challenges associated with chronic exhaustion and low engagement with work have a direct and ongoing impact on a company s bottom line. REASON 2 Employers have a moral and legal responsibility to be positive workplaces. Burnout provides an urgent signal of serious problems in the quality of worklife for employees. Problems, leading to burnout, e.g., unsafe work assignments or abusive workplace relationships, are problems to address. Reason 3 In the contemporary global environment, engaged employees who bring creativity and focused customer relationships to their work make the difference between success and failure. Preventing burnout is an essential prerequisite for building engagement.

4 Five Questions Question 1: What is Burnout? Question 2: What are the Consequences of Burnout? Question 3: What are the Causes of Burnout? Question 4: What Can Individuals Do to Avoid Burnout? Question 5: What Can Workplace Professionals Do to Prevent Burnout?

5 1 What is Burnout B u r n o u t Burnout is a Syndrome of: Exhaustion Cynicism or Depersonalization Reduced Efficacy Energy Involvement Efficacy E n g a g e Exhaustion: Chronic Lack of Emotional, Cognitive, Social, or Physical Energy Cynicism: Lack of Involvement or Caring. Physical or Emotional Distance Low Efficacy: Lack of Confidence or Sense of Agency Opposite: Engagement: Energetic, Dedicated, Confident Connection with Work

6 Cases Case Study # 1 Hitting the Wall One frequent burnout scenario occurs when idealistic new employees encounter rigid realities that govern their worklife. Instead of addressing straightforward problems for grateful clients, they encounter ambiguous situations that defy action with few expressions of appreciation for their work.

7 Cases Case Study # 2 Hitting the Ceiling Midcareer burnout occurs among more senior employees who fail to shift into a broader scope of work at the appropriate time. Watching others achieve the few opportunities for advancement can engender cynicism and discouragement.

8 Cases Case Study # 3 Energy Sapping Worklife Incivility and disrespect from other people at work Clients, colleagues, or managers have serious emotional consequences for employees. Much of their scarce energy is dissipated in office politics and vendettas rather than the core mission.

9 2 Consequences of Burnout Burnout Has a Wide Range of Physical, Psychological, Social, Organizational, and Performance Consequences Physical: Hyper-Tension, Gastro-Intestinal Disorders, Sleep Disturbances Psychological: Anxiety, Depression, Lack of Confidence, Hostility Social: Strained Working Relationships, Withdrawal, Incivility Organizational: Absences, Presenteeism, Turnover, Lack of Interest in Job Performance: Stifled Creativity, Low Organizational Citizenship

10 Impact of Burnout Companies with the highest number of sustainably engaged employees... had an operating margin... nearly three times those with the lowest engagement scores.

11 3 Causes of Burnout Context: Six Areas of Worklife: Excessive Demands in Workload, Tedium, Offensive Tasks, Work Interfering with Personal Life Context: Poor Resources: Insufficient Control or Recognition Lack of Agency Relationships: Poor Sense of Community (Incivility, Abuse) and Injustice Values: Losing Confidence that one Shares Core Values with Employer Personal: Unhealthy Lifestyle, Impulsiveness, Workaholic Tendencies

12 4 Individual Strategies Individuals Can Manage Their Participation in Work to Avoid Experiencing Exhaustion, Cynicism, and Inefficacy Pacing: Prioritize Work Assignments Recovery: Maintain a Healthy Exercise and Nutrition Regime Sleep: Assure Sufficient Sleep; Seek Treatment for Sleep Disorders Relationships: Maintain Relationships and Activities Outside of Work Values: Continually Seek Positions Aligned with Your Values

13 5 Broader Strategies HR Professionals Can Assist Individuals and Management to Design and Support Engaging Workplaces. Clear, Measurable Outcomes: Develop Credible Metrics to Assess Employee Performance Shared Control: Develop Supervisors Capacity for Participative Decision Making Recognition: Assure Meaningful, Fair Reward for Performance Community: Promote Workplace Respect; Take Action to Address Abuse Values: Assure HR Policies Align with Management Ideals

14 Six Point Checklist for Worklife : Manageable, Interesting, Meaningful : Participation in Decisions Regarding One s Work : Recognition and Expressions of Appreciation : Respectful, Civil Workplaces with Collaboration : Open and Honest Processes for Making Consequential Decisions : Stating Clear Corporate Values & Living Those Values

15 Tips & Strategies Assessment: Monitor Engagement and Burnout Civility: Develop Expertise on Respectful Workplaces Mentoring: Encourage Pacing and Lifestyle Management Supervision: Develop 1 st Line Managers Capacity to Act Workgroups: Consider the Workgroup Level, Not Only Individuals

16 Conclusion Burnout is a syndrome of exhaustion, cynicism, and low efficacy at work. The primary causes are chronic mismatches of people with work. Preventing burnout means finding better alignments of people and work.

17 Michael P. Leiter, PhD Contact the linkedin.com/in/leiter