In constantly changing times, how do you keep track of yourself and your team in relation to burnout?
In a Deloitte survey, respondents said:
91% say having an unmanageable amount of stress or frustration negatively impacts the quality of their work
64% say they frequently feel stressed or frustrated and
77% had experienced burnout.
The biggest drivers of burnout were:
* Lack of support or recognition
* Unrealistic deadlines or expectations
* Working long hours/weekends
Burnout is a big concern and with more remote working it’s harder to stay on top of your team, how they’re feeling and whether or not they’re taking on too much and nearing burnout.
Whilst it’s not always clear when someone is on the verge of burnout, there are some general signs you can look out for. As a leader you can keep in touch with your team and learn to spot these changes so you can support them when needed.
There are some indicative signs to look out for that may give you an indication
that someone is in need of support.
> A change in normal behaviour
If they’re normally social and interactive and they all of a sudden withdraw, or
If they’re normally quite and reserved and they become loud and aggressive.
> Changes in how they interact
If they are accepting invites and not turning up, or they’re low in mood/energy,
or you see them physically and emotionally withdrawing when normally
they’re engaged, alert and involved.
> Cynicism or rudeness has crept in
Burnout can be attributed to shortness of temperament and people can become
‘snappy’ or ‘touchy’. If they start making snide remarks, rolling their eyes, putting others down, finding fault in things that others are doing, these can all be signs.
Our emotions can manifest physically, so if someone is constantly ill or taking days off work, these could be symptoms of burnout or inability to want to come to work. Check in with them about how they are and if there is anything you can do to help.
If they have multiple deadlines or tasks on the go, discuss with them delegating, getting support or giving one of those tasks to someone else.
Be aware of their current state and guide them to the realisation that work reallocation is the best thing for everyone. Use chunking up coaching techniques to help do this.
If suddenly their work has mistakes or they show a “don’t care” attitude could be signs of overwhelm or burnout.
If they lose confidence, start doubting themselves or start missing deadlines, check in with them. If this is left unchecked into can creep into their personal lives.
> A change in eating habits or increased alcohol intake
If you notice them ‘stress eating’ or they go from healthy to junk food, or if you notice at social events that they’ve started to drink heavily, these can be signs that they're masking how they're feeling.
In general, knowing and understanding your team and checking in with them regularly is a good start. Set up weekly, fortnightly, monthly one on ones where you create a regular routine of starting the meetings with a general "how are you going" check in. Kick of with questions such as: "how are you feeling", "what's been happening for you lately", then move to the work related tasks, key milestones,
deadlines, KPI's etc.
Understanding if someone is experiencing something challenging or difficult in their home life can impact on them at work. We don't leave our emotions at home when we come to work, the same as we can't leave a broken leg at home.
Be aware that what happens in our lives impacts all parts of our lives. If someone is having a difficult time with their partner, kids, parents, other significant others or pets they may need to temporarily adjust their work schedule to accommodate for this event. Be mindful and prepared to support them in their personal lives as much as you do when there is a work deadline looming. Understanding what's happening for them can help you guide their work and ensure they're able to cope with what you're asking of them.
If you notice a change in their ‘normal’ behaviour it’s a good indicator that they may be struggling with something and/or nearing burnout. Have a catch up with them and as “are you OK, what can I do to support you?”.
If you want some help or to chat about how you can engage differently with your team, reach out to me for a chat about how we can work together.
Share with us some of the things that you do with your team to support each other.
Image by: JJ Jordan (Unsplash)
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People leave or stay in jobs because of their bosses.
Research by DDI’s Frontline Leader Project revealed
that “People leave managers, not companies.
57% of employees left a job because of their manager.
14% left multiple jobs because of their managers.
And 32% percent have seriously considered leaving because of their manager.”
So, what does this mean for you as a Leader = Everything!
Many people take on leadership positions because it’s the perceived ‘next step’ in their career, but a lot don’t have the basic understanding of what leadership really is. And it's not their fault. The organisation should understand their leadership abilities and put in place leadership development programs and opportunities.
A leadership position comes with responsibility for “leading” but most people see the promotion into leadership as a role that needs to deliver business objectives …… and you’re right, but how do you deliver business objectives?
With people. Ergo, leadership is about people!
Leadership is all about people and being a subject matter expert or technical specialist doesn’t give you the skills to lead people. Some people are ‘natural leaders’ and can effectively and easily lead people, but for many they haven’t got a clue where to start, what to do and how to cope with this team that all have different needs, expectations, temperaments……… and to be a successful leader you need to develop these skills.
When a leader can understand, coach, mentor, inspire, motivate, let-go of being the technical expert and trust your team, you can create an environment where people feel valued and heard and they will respond accordingly. Developing trust and giving them accountability and responsibility to actually do the job you’ve employed them to do, goes a massive way in creating a high-performing team. Empower them and let them be their best selves and you’ll get their commitment and they’ll produce incredible results which can amaze you.
On the other hand, if you feel threatened or the need to ‘hold on to all the knowledge’ then you’ll create a bottle neck and you will miss the opportunity to create an awesome team. Leadership is about letting go of your ego and lifting others up to shine, and when they shine, so will you. But you have to put them first. You need to entrust them to get on and do their job. And if mistakes happen along the way, as they will, then you have their back. You support them and help them understand and find the learnings and lessons in the mistake. Mistakes are great ways to learn not what to do next time. Embrace mistakes, fail and fail early, learn from it, adjust and keep going.
If you can develop trust, create an environment where open debates and discussion are encouraged, gain commitment that 80% agreement equals 100% commitment on that course of action, hold each other accountable, have fun, laugh and work together for the greater good, then you’re on a winning approach. Laughter in a team is a sign of a healthy group.
Patrick Lencioni’s The Five Dysfunctions of a Team is a great book to read and
if you want to chat about leadership coaching reach out for a chat
to see if we can work together.
Image by Vlad Hilitanu (Unsplash)
#leadership #management #leadershipdevelopment #employeeengagement
#leadershipfirst #leadershipfirstquotes #executivesandmanagement
#inspiration #entrepeneurship #theinspirationalleader #leadershipmindset
#leadershipmindsets #heartcentredleadershipbook #leadershipgroup
#heartcentredleadership #leadershipcoach #corporateleadeshipcoaching
#purpose_and_passion #ilovecoaching #thebehappyproject #lawofattraction
#fillupmycup #reboot_reconnect #coachhelenluxford #selfcarematters
Helen brings a wealth of experience gained over 20 years in Human Resources in Australia and overseas.
Images by JKO
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