Workplace burnout isn’t something new.
In fact, in 2019 it cost the UK economy £91 Billion in lost productivity relating to poor Health and Wellbeing.
In high-stress times (such as a global pandemic) burnout will continue to rise and inevitably boil over if companies do not take a human-centred approach.
Across the globe, we’re working harder and longer. In the UK specifically, a study, conducted by LinkedIn in partnership with the Mental Health Foundation, found more than half of UK workers are feeling more stressed whilst working from home during lockdown. Alarmingly it found UK adults are working, on average, 28 hours extra per month and 18% are working past 7 p.m.
With all the extra pressures, including fewer boundaries between work time and downtime, childcare, job security, health anxiety, loss, and loneliness, (on top of the usual day-to-day responsibilities), the risk of employee burnout is inevitable.
Interestingly, a recent UK study found almost half of those aged under 25 would prefer to work in a company office, post-pandemic. With 60% citing lack of human connection being the biggest downside to WFH; and 32% believing long-term remote working will lead to a lack of progression.
So, how can companies take a strategic approach to burnout prevention?
To get an insight into the current concerns surrounding burnout, why it’s happening and how companies can stay ahead of it, HappyHQ had a chat with Abby Rawlinson, Founder of ‘therapy with abby’.
Throughout lockdown, Abby has seen first-hand the catastrophic effects of burnout caused by work-related stress. We discuss the misconceptions of burnout, the tell-tale signs, and what can be done to prevent it.
Q: Before training to become a therapist, you worked in the media industry for 15+ years – in that time what was your experience of the challenges related to corporate life? What were the contributing factors?
I think one of the biggest challenges related to corporate life is the pressure people feel to be constantly connected to work. I observed many talented employees who felt that in order to be effective and valued (or at least noticed) they needed to respond to calls, texts, and emails at all hours. This ‘always on’ culture is dangerous because it can lead to anxiety, stress, and burnout.
Q: There are lots of misconceptions about burnout, how would you define it?
Burnout is a state of emotional, mental, and often physical exhaustion brought on by prolonged or repeated stress. A big misconception about burnout is that it’s the same as stress. Burnout may be the result of chronic stress, but it’s not the same thing. Stress involves too much: too much pressure and too many demands. However, stressed people still believe that if they can just get everything under control, they’ll feel better. Burnout, on the other hand, is about not enough. It’s about feeling empty and emotionally exhausted, devoid of empathy, caring, and compassion. People experiencing burnout often don’t see any hope of positive change in their situations. If excessive stress feels like you’re drowning in responsibilities, burnout is a sense of being all dried up.
Q: What gave you the motivation to become a therapist? What is your approach?
I’m passionate about the profound and lasting changes that therapy can bring to people’s lives. Not only can therapy provide support, clarity, and guidance during challenging times, but it can also be an exciting space for personal development, learning, and growth.
My therapeutic approach mixes traditional psychological theories with cutting-edge, evidence-based techniques. I see clients for sessions online, in-person and outdoors for ‘walk and talk’ therapy. I’m on a mission to change the way people feel about and access therapy because I believe that true wellness begins with psychological health.
Q Does it surprise you 25’s are struggling the most during lockdown?
Not really. Life under lockdown has been a challenge for all of us, but Gen-Z were already disproportionately anxious and lonely. Job insecurity and working from home, in the midst of a global pandemic, has exacerbated that.
Q: In a remote world of work, what are some of the tell-tale signs of burnout that a leadership team should look out for?
Burnout isn’t something that happens overnight; rather it’s a slow accumulation of exhaustion and cynicism. This can make it difficult to spot, especially now, without personal interactions on the office floor.
Still, there are signs to look out for. You might notice an attitude shift – perhaps someone becomes super critical of their own work, impatient, irritable, or quick to anger with their co-workers. Also, look out for employees who are late to meetings, not taking enough leave, or reluctant to turn their camera on – these can be signs of stress, overwhelm, or anxiety.
Q: Do you think companies should be held responsible for burnout? For SME’s that don’t have a dedicated culture person or team, what can they put in place to prevent burnout?
We tend to think of burnout as an individual problem, solvable by practicing self-care and saying ‘no’ more. And whilst this can be true, it’s still only part of the story. In fact, with burnout now officially recognised by the World Health Organisation (WHO), the responsibility for managing it has shifted away from the individual and towards the organisation.
According to new research on the subject, there are six main risks for burnout that employers should be aware of: an overwhelming workload, limited control, unfair work, unrewarding work, work that conflicts with a worker’s values, and a lack of community in the workplace.
Q What are simple ways companies can plan for burnout prevention?
If you’re in a management or leadership position, it’s important to be aware that there isn’t a one-size-fits-all approach to preventing burnout because everyone’s personal situation is different.
Having said that, there are a few practical steps you can take:
· Create thoughtful workload plans and reorganise when there is an imbalance – don’t overly rely on your ‘go-to’ team.
· Check-in with staff that seem overwhelmed and find out what’s happening. Try to create a culture where it’s OK to talk about mental health.
· Support work-life balance by setting boundaries. Don’t reach out to team members outside of working hours (instead, schedule those emails to go out during work hours) and encourage people to take all of their annual leave.
Q: In your opinion, in our post-pandemic world, what needs to happen to workplaces to help push burnout out?
There has been a lot of talk recently about a 4-day work week but that will only push out burnout if employee’s workloads change. To remove pressure from team members, it’s important to readjust workloads, not just hours.
In my opinion, empathic leadership is the best way to stop burnout from rapidly escalating. From a psychological perspective, empathy is about recognising and understanding other people’s thoughts and feelings – walking a mile in someone else’s shoes. Leading with empathy means listening to the people around you then taking action on your learnings. I’m not a business coach but I do know that this will require stepping outside of your own needs, being aware of your biases, privilege, and power, and actively listening to others before taking action.
As burnout continues to rise, companies should take a proactive approach towards its prevention. This means consistently checking in, communicating, and gaining feedback from your team. Working together to address workload and general wellbeing, so everyone feels balanced and stress-free at work.
At HappyHQ we believe that a culture of openness and honesty can be unlocked in every workplace; it just takes a collaborative effort to ensure that everyone has a voice.
Get in touch if you want to find out more.
