How to Combat Burnout in the Workplace

In today’s modern workplace environment, the term “hustle culture” has become a dread buzzword, often followed by “burnout” or “The Great Resignation.” Even more recently, “quiet quitting” trended across social media platforms, indicating a shift in employees' mindsets. Whether it’s the natural progression of workplace trends or a consequence of the COVID-19 pandemic, it has become evident that employees are tired of extreme productivity and hustling at work. Rather, healthy work-life boundaries and internal support systems are becoming non-negotiables.

All recent viral trends concerning workplace satisfaction can be boiled down to one simple truth: the modern professional is feeling overwhelmed and burnt out. For many millennials, career paths have been closely linked to one’s personality, values, and life trajectory, leaving little room between “personal” and “professional.” And with those blurred boundaries come answering emails on weekends, scheduling calls or meetings after hours, and leaving vacation or personal time untouched. What was once considered dedication or passion has quickly become toxic behavior that leaves employees feeling fatigued, cynical, and unmotivated. 

Burnout is not laziness or a lack of care for one’s workplace responsibilities, but rather a point of exhaustion. And burnout can occur across professions, industries, and seniority.

So, how do we combat burnout? How can companies and corporations invest in the well-being of their employees, increasing overall job satisfaction, productivity, and retention? 

Set Firm Boundaries 

The expectation to always be “on” leaves the lines between personal and professional spheres blurry at best. And with the ever-increasing popularity of remote work, these boundaries become harder and harder to maintain, even with the best intentions. For some, the inertia of the workday propels employees to take one more call, answer one more email, finish one more project.

It’s critical for managers to clearly define expectations for their teams in regard to working hours. While remote schedules are often flexible and offer employees a unique opportunity to set individualized work hours, managers should remind team members to set firm boundaries - and stick to them. 

Keep Productivity Expectations Manageable 

Managers - in general - want employees to produce work or meet their responsibilities at a highly productive rate. However, it’s critical for managers and executive-level leaders to keep productivity expectations within the realm of each individual employee’s agreed-upon job description. In our shifting workplace culture, exceeding an employee’s job description - without monetary benefits - should not be expected or required. This should not be construed as laziness but as a desire to meet clearly defined expectations.

The assumption that employees need to constantly go above and beyond their job requirements ultimately leads to overtime and overwhelm, which in term can result in a higher turnover rate. 

Provide Internal Support

Workload, for any level of employee, is expected to fluctuate. And, with that increase in deliverables or project-related stress, internal support should be made available. Many high-performing professionals have a tendency to shoulder additional responsibilities or workload alone, resulting in overtime hours or, when the work becomes too much to manage, a decline in efficiency or quality. 

When an employee is under a sustained increase in pressure, managers need to offer solutions - whether it’s passing off menial or administrative tasks to another team member or providing additional support in the form of a contractor or part-time employee. Resentment begins to fester when professionals feel unsupported or taken advantage of. By reaching out early and often, managers actively communicate to their team members that their company’s culture is one of collective responsibility.

Encourage Time Off

A truth many professionals need to reckon with: work can wait.

Every team member contributes knowledge, expertise, or skills that are highly valued and critical for the overall success of an organization. Yet, when a team is run efficiently, any employee can (and should) take a vacation or mental health day, and the wheels of productivity continue to chug along. Other team members fill the gap, project timelines are adapted, or additional resources are acquired to make any absence both manageable and encouraged.

Having time off and away from our inboxes is critical to keeping job satisfaction and company morale afloat.

Burnout has become the norm for many young and seasoned professionals - but, it doesn’t have to be that way. Further, burnout should not be a burden employees need to shoulder alone. Highly successful managers in today’s workplace culture need to consider their team members’ overall well-being not only for the sake of each individual but also for the long-term sustainability of their companies.