Professional Burnout in a Business Team

53% of office workers from all over the world are close to professional burnout (according to Regus research). In other sources, this figure ranges from 21% to 41%, depending on the nature of the work, age and professional level. Does it impress you? What are the causes of burnout and how can a manager help employees get out of this state? Signs of employee burnout Have you, as a manager, noticed such signs in your subordinates?

Frequent changes of periods of working capacity and fatigue, deterioration in the results of a specialist’s activity. Lack of joy, ease, pleasure from the work performed. Apathy towards the project, customer, tasks. Minor discipline violations: ignoring meetings, procedures, policies of a project or company. Shifting responsibility and blame to others. Cynicism in relation to management, colleagues, company or their duties. Indifference to the team. Unwillingness to perform their direct duties. Emphasis on compensation and benefits and simultaneous job dissatisfaction. Increasing requirements for the manager, colleagues, customer. Feelings of being used by other people Jealousness . If the majority of symptoms occur, then we are probably dealing with a burnout symptoms. Let's figure it out.

Burnout is a state of severe emotional fatigue, due to excessive fatigue and stress at work. What are the causes of burnout? If we talk about personal factors, people who are prone to empathy and great responsibility are under the great risk to burnout . In the context of human responsibilities, the cause of burnout is unstructured work, which causes more stress than satisfaction from it. Work with burnout on the sthenic stage Stenic stage is characterized by indicators that we have already identified at the beginning of the article. What can be done in this case? At this stage it will help, no matter how simple it sounds, rest and distraction from work. It is important that the specialist looks at his life situation from the outside and tries to return the lost balance.

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Naturally, the person himself can cope with the analysis of his condition and the search for a solution, but the task of the manager is to unobtrusively push him to realize and solve the problem. In this case, the face to face meeting, held in the form of a confidential conversation, can by itself become a motivating factor and help to work out the right decision. In addition, such a step towards a subordinate will help build a more trusting relationship and strengthen the position of the manager as a caring and sensitive manager. There are many methods of recovery from burnout that will help in this stage.

From this variety, I would like to highlight the methods that I have already tested in practice and, accordingly, have worked: wonderful morning, silence, affirmation, visualisation, working out, reading, diary, counter leave (the essence of this method: to spend one day out of work, doing completely unusual things to do. For example, visit the morning session of the cartoon on Monday, and then do feeding birds in the park. The idea is to move as far as possible from the usual course of action, disconnect from the communication channels, calls, work tasks). Work with burnout on the asthenic stage Let us focus now on the aesthetic stage of burnout - 'I can not do anything anymore.'

Pay attention to the fact that this stage has mental and somatic roots, it is much harder and more difficult to work with it. In the asthenic stage, only a psychotherapist and close and important people usually have an influence among whom you, as a manager, can simply not be included. It is necessary to put a lot of effort to achieve the trust of a person and help him in this difficult situation. Signs of asthenic burnout stage: physical exhaustion and chronic fatigue, which usual methods of rest do not help; decreased immunity, persistent physical ailments; disturbance of biological rhythms (change of time of activity and passivity); chronic irritability; aggravated anger or feeling of depression; chronic lack of time and experience about this; forgetfulness; constant feeling of being guilty, depression, reduced self-esteem.

Often, for a team, a specialist with such symptoms becomes “toxic”: the negative atmosphere in the team grows, conflicts and discontent appear, simple situations develop into protracted arguments. The resolution of the situation in this case depends on both sides. Here are some guidelines for possible improving such a condition: delegation, Increased vacation time, changing the role of a specialist, rotation It happens that all the efforts of managers fail and the situation does not change.

In this case, prioritize: the team, the overall atmosphere and team results are more priority than the individual specialist. Accordingly, the simplest and correct decision is to release it. Talk to the client, prepare the platform for changes, warn the person and let him go with pleasure! Look at the situation in the long term: you correct and the atmosphere and improve the results of teamwork, build closer contact with the client and give the specialist new opportunities in life.

What if this is the best way out for everyone? Remember that emotional burnout can overtake professionals of different levels of experience and competence. Do not rely only on the fact that your subordinates are professionals and will cope with their problems on their own. Pay attention to troubleshooting signs, communicate with members of your team and help them overcome stress. Psychological balance and the results of teamwork will justify all these efforts.

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