Chronic stress and burnout are pervasive in the modern workplace. And, while managers might be aware that employees are struggling, few understand the bottom-line costs or what they can do to alleviate workplace pressure and prevent burnout.
Defined as “chronic workplace stress that has not been successfully managed,” burnout is a risk for roughly 82% of the global workforce, according to Mercer’s 2024 Global Talent Trends Report. Workforce burnout carries significant consequences, including high turnover. In fact, a recent Fortune report found that nearly 20% of U.S. workers think about quitting their job every day. And that’s not all.
Burned out employees are less effective and make more errors in their work. They are also more likely to miss work, disengage, and not give their all. A big cost of burnout comes from lower productivity when workers are not performing their best. Creativity, innovation, and collaboration all suffer when individuals are not engaged. Given the costs and consequences of burnout, it’s in every leader’s best interest to prevent and manage it.
What are the signs of burnout?
For leaders to effectively identify and address burnout, it’s helpful to understand common signs and symptoms. If an employee is burned out, they might:
- Feel tired or drained most of the time
- Take more sick time
- Have otherwise unexplained physical symptoms such as headaches or stomach pain
- Lack motivation and/or find it hard to start working
- Be uncharacteristically cynical or critical at work
- Express feeling like a failure or not gaining satisfaction from accomplishments
- Complain about changes to their diet or sleep patterns
Despite these common burnout signs, it may still be hard to recognize, especially since burned out employees can be withdrawn and hesitant to share their feelings. Some organizations conduct regular pulse surveys, going beyond an annual employee engagement survey to collect ongoing data year-round. This can be effective in high-trust cultures, but when psychological safety is low, employees may not be truthful on surveys. To address chronic stress and prevent burnout, it’s critical that leaders listen to their employees. Establishing strong relationships with your employees is paramount to soliciting honest and transparent feedback.
How to address burnout
Now that you understand the prevalence, signs, and effects of burnout, you’re likely wondering what you can do to prevent or cure it. There are seven key actions leaders can take to boost employee resilience and help them cope with stress.
1) Set realistic goals and regularly reassess.
Employee burnout is often caused by overwhelming workload and unclear priorities. Workers simply feel like there is too much on their plate and they don’t know how to manage it. In order to set your direct reports up for success, it’s important to set realistic goals and expectations. Stretch goals are okay from time to time, but if goals are always out of reach, employees are going to feel discouraged and stressed. More than just setting achievable goals, make sure to reassess. Sometimes a once feasible goal turns into an impossible feat given new priorities, unforeseen challenges, or resource constraints. Make sure to revise goals accordingly and communicate new expectations clearly.
2) Encourage folks to take time off and away from work.
So many of us take our work home with us, it’s important to carve out time to not think about work at all. When employees take their PTO, workplaces benefit. As a leader, it’s important to not only tell employees to take their PTO, but to model it. Employees learn the “unwritten rules” of the workplace by watching leadership.
3) Allow flexible/hybrid work.
Research has shown that hybrid or remote options may be especially advantageous for women of color and other underrepresented groups who experience added pressures to code switch or appear a certain way at work. As much as your company allows, provide your direct reports the freedom to choose what work environment works best for them.
4) Prioritize relationship-building.
We already discussed the importance of building relationships between leaders and employees, but it’s equally as important for peers to build relationships within teams. When teams are cohesive and collaborative, employees are able to lean on each other. That means if Joe needs to take a half day to recharge, Sue will step in to cover him. And when Sue needs a sick day off, Joe will return the favor. Building strong teams means everyone is supporting each other.
5) Ensure an environment of inclusion and belonging.
When people feel like they don’t belong, they are more likely to disengage. Inversely, when employees feel included on their team and in their company, they are more likely to contribute their best work. Everyone wants to feel like their voice is heard and their efforts make an impact. In order to create an inclusive workplace, make sure to implement equitable policies and practices, institute zero-tolerance policies for discrimination, and define clear career trajectories for all employees.
6) Encourage and model self-care.
While self-care can’t cure burnout, it can help employees cope with feelings of exhaustion or stress. As with taking PTO, it’s important to not only encourage self-care practices, but to model them. Maybe this looks like taking a walk during your lunch break or dedicating one Friday a month to professional development. Remember, self-care looks different for everyone.
7) Provide external resources.
Sometimes, helping employees with burnout goes beyond your scope as a leader. In this case, be sure to share wellness resources with your team. If your company has an employee assistance program (EAP) or provides mental health benefits, be sure to remind folks how to access these offerings.
Burnout represents a significant threat to the modern workplace, affecting a vast majority of employees and resulting in lower productivity, creativity, and overall job satisfaction. Leaders must recognize burnout as not only a personal health issue but also a critical business concern that demands proactive and compassionate management. Addressing burnout effectively requires a multifaceted approach that focuses not just on the individual, but workplace causes of burnout. It requires consistent effort and attention from leadership. By prioritizing the well-being of their workforce, leaders not only enhance individual performance and satisfaction but also drive the overall success and resilience of their organizations.
For personalized help engaging your workforce, consider our robust organizational culture solutions. To learn more, contact us today.
Kaela Sosa is co-founder and Manager, Curriculum and Programming at The Diversity Movement. Her expertise includes psychology, gender identity and sexual orientation and racial identities. Kaela has written and spoken about a range of topics: active allyship, the inclusive talent lifecycle, disability etiquette, LGBTQ+ inclusion and inclusive language. At The Diversity Movement, she leads the development and execution of learning programs, including digital learning, online courses, certificate programs and certification opportunities. Connect with or follow Kaela on Linkedin to learn more.
