If you’ve ever felt completely deflated, demoralized, or “mentally spent” at work, you might take some comfort in knowing that you are far from alone.
In March of this year, CNBC reported that burnout at work is on the rise. Of 10,000 workers polled in the US and UK, 40% said they are burnt out — up two percent from previous years. Respondents say it’s due to pressure to achieve, or the threat of downsizing that’s causing anxiety.
And we’re not just talking about those who have had to return to offices (or have never left).
In December 2022, Travel Perk reported that about half of employees working from home say that they lack emotional support, and 86% experience high levels of exhaustion. Factors leading to this included the inability to disconnect from work, unfulfilling work, and lacking a means to address burnout.
What are the signs of burnout? How can employers help?
Ed Schild, CEO of Regesh Family and Child Services, an organization whose focus is on clinical treatment of youth and families, advised to watch for the red flags of burnout: “The day has just started and they are already tired. And they are finding they have less patience than they used to have. They might be getting grumpy with coworkers. They might be talking with coworkers secretly about their feelings, so neither of them are getting the help they need. That doesn’t help either,” he said.
“So, the first thing, foremost, is that you need someone to talk to in a safe discussion. You might be embarrassed to tell the boss why you need the time off, as it seems like an excuse to take time off. The fact is, you need it for yourself, the company, and the clients. If we are burned out, we are not going to do a good job.”
Thought leader and author David Burkus noted that, in his estimation, burnout can lead to decreased productivity, increased absenteeism, and even physical and mental health issues.
“By empowering employees and giving them a sense of control over their work, leaders can help prevent burnout and increase job satisfaction,” he advised.
His insights on leadership have been featured in major mainstream media, and he has been tapped by the likes of PepsiCo, Fidelity, Adobe, and NASA. He has recently written articles on the topic, looking at What Causes Burnout At Work, and How to Avoid Burnout At Work.
In terms of avoiding toxic work environments, his advice is for managers to create “a positive and inclusive work culture where everyone feels valued and supported, (that) can help prevent burnout and foster a more harmonious work environment.”
Mental preparedness must begin before the work day, recommended Mordechai Rothman, Executive Director of Chai Lifeline Canada, an organization that provides a myriad of initiatives and emotional support to sick kids, their siblings, and parents.
“Review your schedule just before you start your day, so that you know what to expect, and can deal with whatever comes up. Give yourself a ‘warning order’ to subconsciously prepare your brain for what situations and discussions you will need to have during the day. Always try to leave 10 minutes between meetings to debrief and decompress your mind.”
He also suggests engaging in conversations with colleagues on topics other than shop talk, as this offers a human element to the work environment. Moreover, he advocates finding a silver lining to the workday.
“Every job has a meaningful side to it – it’s critical to focus on that. Whether you’re helping people file their taxes or pressing a button on a machine all day, there is always a bigger picture,” he explains. “What joy or happiness are you bringing to others through your job?… This helps ensure that when you get down, or stuck in mundane details, you are able to focus on the higher purpose your job brings to the world, which in turn will ultimately add more joy to your own life.”
Entrepreneurship and burnout
Neil Seeman’s newly-released book — Accelerated Minds: Unlocking the Fascinating, Inspiring, and Often Destructive Impulses that Drive the Entrepreneurial Brain — reviews some of the challenges of office burnout for entrepreneurs.
De-stigmatizing the discussion of mental overload is a first good step, he said. “The more the CEO and leader talks about it, it enables other people to talk about it. The employee really needs to feel comfortable talking with their manager about what they are going through. You can’t hack mental health. You can’t hack it with benefits and online training. Because it has to come from the top.”
“I think it comes down to hiring and training good managers for situational or authentic leadership,” noted Seeman, who teaches at University of Toronto’s Dalla Lana School of Public Health.
Dialog about mental health should also extend to the home and among relatives.
“I talked (in the book) about the importance of being transparent with your significant other or family about both financial and emotional health challenges you might endure in the (entrepreneurial) journey. If and when things go off the rails, or even if they are tremendously successful, you want to have that transparent discussion. Entrepreneurship is more than just the one person – it’s the family unit.”
In the book, Seeman covers the tragedies of what happens when entrepreneurs do not see, or do not handle, mental burnout: Twice as high rate of hospitalization for suicide, three times higher rates of substance abuse and addiction, and a lifetime prevalence rate of one mental health challenge.
“That’s why I talk a lot toward the end of the book about really preparing the next generation of entrepreneurs for the journey. The messaging has to be a lot clearer. It has to convey not just the glorious upside, but also the downside,” he added.
“You need a peer group of other entrepreneurs, a real coach, to share these challenges with.”
