Exploring the Dynamics of Burnout
In our last post we touched on how higher perfectionistic tendencies are associated with higher levels of burnout. Although this is one contributing factor, burnout does not discriminate. It is not just these individuals who may be susceptible to experiencing burnout. During and since the COVID-19 pandemic, we have seen an increased number of reports around the world of individuals who are burnt out – and this isn’t only present in the news, we’re hearing supporting evidence coming from our clients too.
So, why are we hearing so much more about this phenomenon? What is contributing to burnout and what can be done to prevent it?
Defining Burnout
Understanding burnout can be a complicated venture, so before we go much further, we wanted to clarify the distinguishing characteristics of burnout, as outlined by the World Health Organisation (WHO):
Feelings of energy depletion or exhaustion;
Feelings of negativity or cynicism towards one’s job; and
Reduced personal efficacy - feeling as though you are not accomplishing anything substantial.
The WHO adds that burnout is characterised by this unique constellation of symptoms being experienced over a prolonged period of time, primarily from workplace stress that has not been successfully managed. It is the chronic nature and workplace orientation that distinguishes burnout from general experiences of stress. However, without being appropriately identified and managed, stress in the workplace can lead to physical and psychological harm, and a workforce that is less productive, and lacking motivation and engagement.
Interestingly, this definition changed relatively recently (in 2019) and shifted to a focus on management of workplace stressors. In the past, there was a heavy focus on individual responsibility to manage symptoms of burnout.
(For example, workplaces providing fruit baskets or a free meal when employees mention they may be struggling. Whilst nutrition is an important wellbeing factor, this solution generally does not address the potential causes of struggle within the team.)
This change in definition is representative of a shift in focus from the responsibility lying with the individual to a shared responsibility between individuals and through proactive workplace interventions. Wellbeing research has consistently highlighted the beneficial impacts of implementing practices that protect employees and prevent harm, rather than waiting until there is an issue that needs to be responded to.
A Model for Managing Burnout
Managing burnout requires a systems approach, not a symptoms approach
When we consider what is contributing to these experiences, let’s imagine a see-saw – on one side there are demands, and on the other there are resources. Demands are the aspects of a job that require mental or physical energy and effort to complete; whereas resources relate to personal and professional aspects of a job that allow you to fulfill the role, reduce demands, or stimulate growth and development. When there is an imbalance between these two components and the demands outweigh resources, this can lead to stress, strain, or burnout. This imbalance can be caused by many factors, such as the addition of new demands (e.g. an unmanageable workload, poor change management, or lack of procedural fairness), and equally can be caused by diminished access to resources (e.g. eroded personal or professional relationships, loss of financial security, or neglect of self-care practices both at work and at home).
Workplaces have an obligation to prevent physical or psychological harm to employees. This is reflected in the WHO definition of burnout and the shift away from an individuals’ responsibility to solely manage their symptoms. Managing burnout comes from a complementary approach that focuses on workplace structures, procedures, and practices whilst supporting individual capability development. This has been echoed by Michael Leiter and Christina Maslach, two prominent burnout researchers (check out their book here). Managing burnout requires a systems approach, not a symptoms approach. It also requires us to have an in-depth understanding of wellbeing, the other side of the burnout coin.
“Your workplace is often responsible for the causes of burnout – they should take responsibility for the cures.”
– Adam Grant
We have been collaborating with our clients to deliver bespoke solutions to manage wellbeing and burnout, check out some of our previous interventions, and points for you to reflect on below:
Building individual capability by introducing a holistic, evidence-based wellbeing model and exploring a multi-faceted resilience model to set individuals up for success when managing their day-to-day wellbeing. Are you aware of what your wellbeing drivers are? How are these factors contributing to your overall wellbeing - both eudemonic (purpose and meaning) and subjective (state-based happiness)? What are your wellbeing drivers and drainers?
Supporting managers to have check-in conversations with their team members if they are concerned about their wellbeing. If you are a manager or part of a team, how confidently do you feel you can accurately identify if someone is struggling? When you identify if someone may need support, do you know how best to approach them and empower them to seek support? Are you fostering an environment where it is okay for people to reach out and seek support?
Exploring work design principles and developing practices that support individual motivation and wellbeing. Some roles afford more flexibility than others, how are you developing an approach that you find engaging, whilst working within the requirements of your role? Or, if you’re a manager, in what ways are you exploring work design with individuals and your broader team?
Conducting organisational reviews to explore the factors with the biggest impact on individual wellbeing. Hearing from individuals across the organisation allows employee voice amplification and holistic insights into what is working well and where changes could support employee wellbeing. When was the last time you sought insights from individuals within your organisation and took targeted steps to action these?
Understanding wellbeing and burnout can be difficult. There are many factors to consider and significant individual variability that creates a complex interplay between individuals, managers, teams, and organisational practices. The good news is, there’s support to get this formula right, and its an area we are extremely passionate about at Vicissitude.
We would love to hear what your experiences have been with wellbeing and burnout. What have you found most valuable when managing wellbeing at work ongoingly?
Written by Poppy Orr and Madeleine Crawford
