Enlarge image
Photo: Peter Greenwood / Folio Art
Michael Leiter and Christina Maslach have shaped burnout research for more than three decades.
Her work clears up a still widespread misjudgment that burnout is an individual problem and the fault of the employee, who is simply too sensitive and needs a thicker coat.
For Leiter and Maslach it is clear: those affected are not lacking in toughness or callousness - if employees burn out, the problem must be looked for in the organization.
The researchers identified six areas of tension between employees and employers that ultimately lead to burnout.
This includes the
control
that the individual worker has over his work;
the
fair treatment
of employees;
the
sense of community
l;
the
workload
;
the distribution of
rewards
;
and finally the
values of
the organization.
Of course there are individual companies that seem to produce burned-out employees in addition to their actual products.
But in most workplaces, employers and employees tend to find a healthy balance quite well.
But we are currently living and working in the midst of the Covid-19 pandemic - and more people than ever seem to be burning out.
Question: How has the pandemic changed the way you think about burnout?
In our view, 2020 has not fundamentally changed the very definition of burnout - it remains a syndrome of exhaustion, cynicism and ineffectiveness.
If someone at work shows all three factors to a higher degree, it indicates that they are burned out.
However, Covid-19 has certainly made this syndrome and the associated forms of stress in the workplace worse.
Many people experience an extremely increased workload and experience increasing emotional difficulties and feelings of unfairness.
Is there a higher risk of burnout when working from home?
That depends on the individual experience.
Working from home may be a boon for introverts or for those who hate the long commute.
For most people, however, losing contact with colleagues and daily routines was stressful and put them at greater risk of fatigue.
Switching to new ways of working and communicating - for example, when a teacher is suddenly forced to teach a class online - can also weaken one's sense of efficiency and effectiveness.
What mistakes do organizations make when trying to measure potential burnout among their workers?
The biggest mistake is to focus solely on the exhaustion factor or to use a different measurement indicator with just a point or two.
The worst method we see over and over again is simply to ask employees, "Are you burned out?" Such surveys are conceptually inadequate because they implicitly assume that everyone has the same definition of burnout, and they give that Companies do not have information on what specific issues need to be addressed.
These approaches are only effective to a limited extent in that they do not differentiate between people: who is really burned out, and who just feels ineffective, reacts cynically or is overwhelmed, but is still committed and self-confident about their work?
Each of the categories requires a different approach.
For example, when people are overworked and exhausted, they need time off or an adjustment to their workload.
However, when people are really burned out, just because the boss makes them work less will not make them feel better.
Rather, they will not trust the boss' motives and dismiss the help as an attack on their competence.
Another mistake is that companies conduct burnout surveys but then do not take any follow-up action or share the results with employees.
In our opinion, this borders on the unethical.
This type of approach creates so much suspicion among employees that it is so likely that it is worse than not taking any action at all.
Many executives misunderstand burnout and assume that it is about the lack of mental strength of an individual. What do you tell them?
You cannot assume that it is simply done with better personal resilience or more effective individual stress management.
Burnout right now does not mean a personal failure or deficit.
More effective than assigning blame would be to assist people while they are in an emergency like the pandemic.
Now is the time to redesign workplaces and processes in such a way that they later enable a sustainable, effective and fulfilling work-life balance under normal conditions.
How can organizations help their employees recover from Covid-related burnout?
It is important to note that not everyone who feels or appears burned out experiences the full syndrome.
If you just feel overwhelmed by too many intense demands, it is easier to recover from it than from a full blown burnout.
However, there are certainly people who are currently suffering from all dimensions of burnout or who might still suffer if the pandemic continues.
To combat the longevity of this disease in the post-crisis world, we suggest a few things:
First, companies should recognize the contributions made by their employees in a way that is relevant to them.
As simple as it may seem, a sincere "thank you" or a gift of appreciation to all employees makes a big difference.
Companies should also avoid highlighting individual or exceptional achievements - who of us didn't achieve something special in the past year?
Second: Ensure open, honest communication between managers and employees.
This guarantees that employees have a clear understanding of where things are going in the workplace, including how safe their workplaces are.
This not only reduces ambiguity and confusion, but also conveys respect and support: "You are important to us and we need the help of all of you in order to master the situation successfully." a great contribution to preventing cynicism and inefficiency.
Third, acknowledge that things have changed.
People have found new ways to do their jobs that can help them work better even after the pandemic.
For example, companies could allow more employees to work from home in the future.
In addition, some of the tasks that could not be done during the shutdown may not need to be done at all in the future.
Companies should also publicly commit to serious planning for future crises.
When employees see their employer preparing for future emergencies, it confirms that they are concerned about their wellbeing.
After all, we should all be more open to new forms of healthy work environments in the future.
This includes working hours and locations, but also the specific processes with which we do our work.
In doing so, we should not only take into account which factors cause burnout, but also how we want to change organizations as a whole in a new and positive way.
It will be about redesigning workplaces in innovative ways.
© HBR 2021
This interview is a shortened version from the Harvard Business manager.