Additionally, recognizing the sustained efforts and positive contributions of managers can boost their morale and motivation. Employee recognition has been proven to have a positive impact on well-being and job satisfaction. Taking the time to appreciate their work and express gratitude for their efforts can make a significant difference in their recovery process.
“When we take time to recognize people, it not only has a positive impact on them but on ourselves as well. The act of noticing what is going well, celebrating progress, and sharing the impact of their work helps us generate meaning, hope, and a sense of belonging.” – Christopher Littlefield, employee appreciation and workplace culture expert.
Create Opportunities for Personal ConnectionBurnout often leads to feelings of isolation and disconnection. Creating opportunities for personal connection among managers can help combat these feelings and foster a sense of community. Encourage managers to share their challenges and successes with their peers, both in person and virtually.
One-on-one connections beyond work-related matters can be particularly powerful. A simple act of kindness, such as checking in on a colleague or reconnecting with a coworker, can provide energy and inspiration to those struggling with burnout. By normalizing conversations about burnout and stress, you help managers feel less alone and more supported.
“When we provide more time and space for human connection at work, we normalize talking about the full spectrum of human emotions, of which burnout is one of the most common. When we normalize talking about burnout or stress or loneliness, we help people feel less alone, which in turn can help them feel much better.” – Adam Smiley Poswolsky, workplace belonging keynote speaker.
Reassess, Reprioritize, and Redistribute WorkExcessive workloads are often a major contributor to burnout. Managers juggle multiple responsibilities, including executing strategies, coaching teams, and handling administrative tasks. It is crucial to assess their workload and reprioritize tasks to make it more manageable.
Conduct an audit of each manager’s responsibilities and identify the top three areas that align with organizational goals. Focus their efforts on these priorities and consider deprioritizing or redistributing other tasks. By re-evaluating the level of detail or quality required for certain work, you can reduce unnecessary pressure and create a more sustainable workload.
Regularly reassessing and redistributing work is key to preventing burnout in the long term. It demonstrates your commitment to supporting managers and enables them to manage their priorities effectively.
“While you can’t create more hours in the day, you can make the case to adjust the scope of the work to be commensurate with the resources available or advocate for more resources, such as budget to hire more people or engage outside contractors to share the workload.” – Research from Microsoft.
Revise Team AgreementsEmpowering managers to be part of the solution is essential in combating burnout. Collaborate with your team to revise agreements on how you work together. Establish boundaries and norms that promote well-being and prevent unnecessary stress.
Some examples of revised team agreements include:
- Avoiding sending work-related emails during evenings or weekends.
- Reducing micro-stresses by creating a supportive and respectful work environment.
- Holding each other accountable for commitments and deadlines.
- Granting permission to push back or say no when necessary.
- Designating specific non-meeting days for focused work.
By revising team agreements, you create a sense of agency and ownership among managers. This fosters a healthier work culture and reduces unnecessary stressors.
Regularly Check InRegular check-ins with managers are crucial for monitoring their well-being and providing support. Take the time to have one-on-one conversations, particularly with those who show signs of burnout. Create a safe and open space for them to share their challenges, frustrations, and concerns.
When checking in, ask managers where they might be feeling stuck or overwhelmed. This allows you to identify areas where you can help alleviate their workload or remove obstacles. By actively listening and addressing their concerns, you can contribute to their recovery and prevent further burnout.
“Asking your team ‘What are you stuck on?’ can open up conversations about challenges and provide an opportunity for problem-solving and support.” – Research from McKinsey.
Relax and ResetTaking a meaningful break from work is essential for recovering from burnout. Encourage managers to use their vacation time fully and make it a priority within your organization. Emphasize the importance of relaxation and the benefits it brings to overall well-being.
It is common for managers to postpone or skip vacations due to heavy workloads. However, waiting for the perfect time to take a break is unrealistic. By encouraging managers to take regular vacations, you create a culture that values rest and rejuvenation.
Consider implementing mandatory vacation time to counteract any warrior mentality within your organization. This can be done in a staggered manner to minimize disruption or by scheduling company-wide shutdowns during selected weeks. Encourage managers to completely unplug during their time off to maximize the benefits of relaxation.
“Working during time off reduces intrinsic motivation, which will already be low if the individual is experiencing burnout. Giving your people permission to completely unplug while on vacation sets a positive example and promotes well-being.” – Research on work-life balance.
ConclusionRecognizing burnout, creating opportunities for personal connection, reassessing workloads, revising team agreements, regularly checking in, and promoting relaxation are essential strategies for supporting and recharging managers. By implementing these strategies, you can foster a healthier work environment, prevent burnout, and promote the well-being and resilience of your managers.
Remember, recovering from burnout is a journey that requires time, intention, and organizational support. Each manager’s experience of burnout is unique, so it is important to tailor the strategies to their specific needs. By prioritizing manager well-being, you not only support their personal growth but also contribute to the overall success of your organization.
Q: How can I recognize if a manager is experiencing burnout?
A: Signs of burnout can include increased irritability, decreased motivation, decreased productivity, and physical or mental exhaustion. Pay attention to changes in behavior or performance and be proactive in addressing any concerns.
Q: How often should I check in with managers about their well-being?
A: Regular check-ins are crucial. Depending on the manager’s needs and workload, aim for at least monthly or bi-monthly check-ins. However, be prepared to adapt the frequency based on individual circumstances.
Q: How can I encourage managers to take vacations?
A: Emphasize the importance of rest and rejuvenation for overall well-being. Share research on the benefits of vacations and lead by example by taking regular breaks yourself. Consider implementing policies that make vacation time a priority within your organization.
Q: Can burnout be prevented entirely?
A: While it may not be possible to prevent burnout entirely, creating a supportive work environment and implementing strategies to manage workload and well-being can significantly reduce the risk of burnout among managers.
Q: How long does it take to recover from burnout?
A: The recovery process varies for each individual. It can take weeks, months, or even longer to fully recover from burnout. It is important to provide ongoing support and resources to managers during their recovery journey.