31 Jan Is employee burnout solvable? Hell yes!
According to a recent study done by Kronos inc. and Future Workplace, 95% of HR executives believe that burnout is the number one thing impacting employee retention. Those same executives also stated that they didn’t believe there was a solution to this astounding problem.
Isn’t it true that when we settle on thinking there is no solution to our problems, that we have decided to accept that problem as the new Black?
A problem is only a problem if no-one is energized enough to come up with new creative solutions. A problem is not a problem solely through its merit alone.
Our employees reach burnout due to constraints and limitations as placed (often apologetically) on them by the management who are supposed to be their support and fallback agents.
When did the term ‘management’ become such an oxymoron?
The dictionary term for ‘Manage’ offers us: To take charge or care of.
The question is, are the managers of today truly enabled to do just that; to take care of their employees?
Ask an employee why they’re stressed, and they’ll always give you one of the following 3 globally responsive replies:
- Unreasonable expectations for meeting a management defined schedule
- Unreasonable workload for one resource (under-resourced)
- Unclearly defined outcomes with ever changing goal posts.
All of the above reasons to suffer at work are resolvable at management level.
Of course the analytical solution usually always includes to throw more money, resources or automated software at the problem.
If a mother believes her child is in danger, nothing will stop her from lifting the impossibly heavy load out of harms way. She doesn’t need money, other people or any technology to help. In the moment, her motivation was infallible. In the moment, her drive, focus, passion and determination were beyond natural limits.
This is where companies go wrong. Management teams all around the world leverage off old, tried and tested solutions for new problems. They’ve given up looking for options that fall outside the square.
Managers are becoming increasingly less creative, innovative, and dare I say it, “in care of” their own employees. As high performers our natural inclination is to toughen up, focus inward, head down-tail up, and hope that our staff follow suit.
It’s just not enough any more. The answer is glaringly simple.
To Manage is to “take care of” both ourselves and for others who we lead. We lead by example. When we lock ourselves in an office all day, with our heads down, how can those who follow us feel motivated by our lead?
Employee burnout is avoidable. Employee retention is a solvable issue.
All employees are searching for that manager that they WANT to follow, even if it’s not their own direct boss.
Be the motivator. Be the energy that you hope to see in your own workforce and get your head out of the mountains of paper work.
To go surfing you need to first get on the board and paddle.
- Management offsites should include team building to encourage comradrie that sparks neural creativity.
- Board rooms should be inspiring innovative thinkers to speak up.
- Executives should be boldly connecting with their employees to share their vision and spread the dream to build motivation.
Is employee burnout a problem? Hell yes! But is it unsolvable? No way!