We are often asked to provide workshops on topics such as stress management and preventing burnout. As we mentioned (Considerations to Prevent Work-Related Burnout) both are serious issues and are more of a concern than ever. More importantly though, both topics are complex issues with many contributing factors that require a systems or broader view and approach for sustainable solutions that make a difference. This broader lens view is essential for the success of any wellness or safety program!
Wellness programs including stress management and preventing burnout, continue to mainly focus on individual change and resiliency resources. These programs are beneficial in providing tips to enhance well-being. However, for the past 20 years, research has demonstrated that a one-time delivery does not result in meaningful or sustainable relief.
Certainly, a series of initiatives with skills practice, and discussions to overcome obstacles offer more benefit for participants; however, an even more meaningful and sustainable approach is to take a wider lens view to address the many determining factors impacting distress and burnout.
In recent years there has been ongoing discussions of the importance of wellness as a business strategy and not just an individual concern handled by HR. A recent Deloitte survey found that corporate executives agree of the importance of leader involvement and awareness of the impact of well-being; however, almost 70% responded that they are not taking action to safeguard stakeholder health.
The authors of the HBR article outline the need to assess and quantify the impact stress and burnout symptoms are having on the business, including on the bottom line. Based on research, the impact is significant, from high turnover, to absenteeism, low productivity, more injuries, and higher health costs.
Deloitte offers a Stress Risk Thermometer (discussed in the article) to measure the business impact, dividing the risk into low, moderate, and high stress zones. The data can be useful in identifying steps to enhance individual and organizational resiliency. Such steps must include delving into corporate factors that influence stressors such as for example workloads, role confusion, and lack of psychological safety.
Here are a few considerations before measuring and addressing stress, burnout, and low morale & well-being:
- Employee well-being is directly affecting the organization, and organizational factors directly impact employee well-being. The well-being of employees and the organization are inextricably connected and one cannot be effectively addressed if the other is ignored.
- Regular assessments and brief check-ins for all stakeholders are paramount to stay on top of any percolating issues. Surveys, interviews and focus groups can uncover contributing factors to address. It is imperative to include all stakeholders – Leaders and managers are high risk groups for stress and burnout issues.
- A systems approach is required to address the determining factors, broadening the lens beyond individual behavior change alone. Listen to stakeholder feedback and involve stakeholders to identify the best solutions.
- A one-time presentation or lunch-n-learn is not enough. Yes, these may be easy, quick, and inexpensive, but will not result in sustainable change, or the desired outcomes. Plus, the consequences from such an approach can make the stressful situation worse by increasing stakeholder cynicism and perception of guilt and feeling blamed.
- Armed with information from a thorough assessment, plan a strategy to target multiple determining factors and on multiple levels of the organization: individual, leaders/managers, workload, the work climate, etc. NIOSH’s Total Worker Health framework can provide a useful approach, outlining elements using a broader systems view such as,
- Leadership Skills Development and InvolvementEngaged StakeholdersOrganization of WorkHazard Control and PreventionThe Built Environment Supports
- Policies and Benefits
Stakeholder and organizational well-being and resilience must be embedded in the culture and the norm of how business is done. Remember, employee wellness and organizational wellness are interconnected and require a systems view and systems approach. Therefore, a systems solution is also imperative. Such a solution not only holds stakeholders accountable and finds ways to support their efforts, but rather also holds the organization accountable for acknowledging and addressing contributing factors.
A final note is that while surprising, boredom can lead to burnout as much as the chaos of too many work stressors. Work tasks are sometimes mundane and routine and are unmotivating if the tasks are performed day in and day out. This is the case in many job classifications. However, there are solutions to consider. For example,
- Introduce learning opportunities, skills mastery, and challenges – perhaps through special projects.
- Remind employees of their contribution to the project and the meaning and purpose in what they do. This perspective is often forgotten when the tasks seem mundane or unimportant.
- Another idea is to remind employees of the benefits they have in the lives of their customers and clients. At Dimensions we consider how many customers we benefit through our services. It’s a nice reminder that we are making a difference.
Actually, losing the passion we once had for the work we do, as well as forgetting the meaning and purpose of our contributions, are quite common. Reminding all stakeholders of the difference they are making should be a key element in your well-being and leadership initiatives to prevent dis-stress and burnout and enhance wellness and safety.
Photo by Alison M Shealy