How to deal with burnout

Burnout is this state of chronic exhaustion—both physical and emotional.

It often creeps in from prolonged stress and feeling overwhelmed and zaps our motivation and energy.

What we tend to overlook is that when leaders experience burnout, it does not just hurt them; it can ripple through their entire team.

As psychologist, Christina Maslach, known for her work on burnout, states, "Burnout is not just a problem of individuals; it is a social and organisational issue" (Maslach & Leiter, 2016).

Do you not agree that this emphasises the need for leaders to recognise and address burnout proactively?

The trouble is that when we, as leaders, are burnt out, our decision-making abilities suffer.

You see, our brains do not function well when exhausted, making it harder to think critically or make sound decisions, leading to many problems.

Instead of being the visionary we aspire to be, burnout can leave us feeling stuck and reactive. Additionally, a leader's enthusiasm is contagious. If we are feeling burnt out, it can bring the whole team down.

A leader's or manager's lack of energy and motivation can lead to a disengaged workforce, which is the last thing we want, right?

Effective communication also suffers when burnout sets in.

When leaders experience fatigue and irritability, it can create a barrier to clear communication. We might struggle to listen to our team members or convey our messages effectively, leading to misunderstandings and conflict, raising our stress levels even more.

"A leader's energy and attitude create the atmosphere in which a team works," says author and leadership expert John C. Maxwell (Maxwell, 2007). If that energy is negative, the entire team can feel it.

Moreover, a culture of burnout can result in higher turnover rates: Employees who feel unsupported or undervalued are more likely to seek opportunities elsewhere, disrupting team dynamics and increasing recruitment and training costs.

This behaviour creates a cycle that can be hard to break. Brené Brown, a renowned researcher on vulnerability and leadership, says, "Daring leaders work to make sure people can be themselves and feel a sense of belonging" (Brown, 2018).

So, if emotionally burnt out, we may struggle to create that environment, which ultimately affects staff retention and morale.

Recognising the signs of burnout is pivotal to recovery.

Look out for chronic fatigue, emotional detachment, reduced performance, increased cynicism, and physical symptoms like headaches or stomach issues. It pays to be self-aware.

These are all indicators that burnout might be lurking, and it is essential to pay attention to them—not just for ourselves but also for our team members.

So, what can we do about it?

First and foremost, we need to prioritise self-care. I cannot emphasise this enough: we cannot pour from an empty cup. Taking time for ourselves is not selfish; it is necessary for our effectiveness as leaders. Schedule downtime in your calendar for breaks, exercise, and hobbies.

Not surprisingly, many people have found that incorporating mindfulness techniques like meditation or yoga into our daily routines can help reduce stress and improve focus.

Adequate sleep is also essential; aim for 7-9 hours of quality rest each night to recharge your mind and body. I am a light sleeper, but I want to sleep for 7 hours because I find it beneficial.

Setting boundaries is another primary strategy, though many need help in practice.

Learning to say "no" when necessary is critical for protecting our time and energy. Creating a work-life balance involves setting precise work hours and sticking to them, other than in emergencies.

I have found that disconnecting from work after hours is vital for recharging. It is okay to step back and permit ourselves to switch off.

Communication is essential, especially when dealing with burnout within our teams. Regularly checking in with team members about their workloads can help create a safe space for them to express their feelings.

Sharing our personal experiences with burnout can help foster a sense of connection and understanding. As the saying goes, "A problem shared is a problem halved." When we open up, our teams are encouraged to do the same.

Fostering a positive work culture is essential for preventing burnout. Celebrating team successes, no matter how small, can boost morale significantly.

It seems obvious, but encouraging team bonding through activities can also strengthen relationships and provide support during stressful times. Moreover, providing resources such as mental health days or wellness programs can show that we genuinely care about our team's well-being.

Investing in our leadership development is another great way to combat burnout. Participating in training programs focused on resilience and stress management can equip us with the tools to navigate challenges effectively.

Finding a mentor who can provide guidance and support can also be invaluable during tough times. Why not sign up for our FREE weekly newsletters? They could also help you.

Finally, managing our workload is crucial: Delegating tasks and trusting our team can lighten our load while empowering them to grow. Setting realistic goals helps ensure that we and our team are calm, and by breaking tasks into smaller, manageable steps, we can make projects feel more attainable and, therefore, less stressful.

Whether we want to acknowledge it or not, burnout is not just a personal issue; it impacts everyone on the team.

As leaders, we have a unique opportunity (and responsibility) to create an environment prioritising well-being. If we can lead by example and show our teams that self-care is essential, we will foster a healthier workplace for everyone.

Burnout is a significant challenge that can hinder our effectiveness as leaders and negatively impact our teams.

The good news is that we can mitigate its effects by recognising the signs of burnout and prioritising self-care, establishing boundaries, fostering open communication, and promoting a positive work culture.

As we navigate our careers, remember that caring for ourselves is not just about our well-being—it is about supporting our teams and creating a healthier workplace for everyone.

I would love to hear your thoughts on this or any other issue you would like me to address in future articles, so feel free to leave a comment.

References

Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.

Maxwell, J. C. (2007). The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You.Thomas Nelson.

Maslach, C., & Leiter, M. P. (2016). Burnout: A Guide to Identifying Burnout and Pathways to Recovery.Harvard Business Review Press.