“Your people will really give you a lead” – NBC Connecticut

Burnout continues to be a problem among American workers. Almost half, 49% of workers say they feel burnt out at work, according to a third-quarter Joblist survey of 18,911 job seekers. Among generations, Millennials reported the highest burnout rate, at 59%.

While many factors can contribute to this phenomenon, such as overwork or tension between colleagues, managers can help make the work life of their subordinates a little less stressful.

“You’d be surprised how tolerant people will be if they feel like their boss truly understands them and is working on their behalf,” says Phoebe Gavin, career coach and executive director of talent and development at Vox. com.

Here’s how labor experts recommend managers can help their reports avoid burnout.

Your team needs to hear “that you are a human being”

“It starts with psychological safety,” says Gavin.

Psychological safety describes a work environment in which people feel heard, whether they express concerns or ideas. It’s an environment where they know what they have to say matters.

Gavin suggests three tactics to create it.

  • Being selectively vulnerable by sharing challenges you’ve faced in your own career, like having a difficult boss, mistakes you made at work and how you fixed them, or even that you had a bad night’s sleep. “What they need to hear is that something went wrong, that you don’t have all the answers, that you make mistakes, that you are a human being with flaws, so that they can feel that all is well for those things that are true about them,” says Gavin.
  • Have regular one-on-ones. “Your team members need to feel like you’re ready to put them first,” says Gavin. “And the best way to do that is to make time for them. Depending on the size of your team and your daily schedule, this could be for an hour a week, half an hour every two weeks, or whatever works. And make sure during your one-on-one interviews that you’re focusing on them 100% and not checking your emails or Slack.
  • Explicitly ask them to share their feedback. During your individual interviews, ask questions such as, how do you live your work? How do you experience our team? How do you experience our workplace? How do you see me as a leader? “By putting yourself in a position where your direct reports will share this information with you, you’ll be able to increase the actual durability of your team,” says Gavin. This gives you the opportunity to see the challenges your reports are facing so you can understand how to make things easier. Don’t forget to thank them for their comments as well.

“If your team doesn’t feel psychologically safe,” Gavin says, “then they’re not going to share with their leaders what’s going on with them.” Without this level of openness, you won’t be able to help them resolve issues that could lead to their burnout.

Manage ups and downs

Beyond creating the kind of relationship with your reports that allows them to share with you when things are stressful or going wrong, it is equally important to build a relationship with your own superiors in which you can report on the how your team is doing.

Some of your employees’ work problems will be beyond your control, and having this open rapport with your own boss will make it easier to find solutions. To do this, give regular updates on your team.

“We manage by making sure there’s psychological safety and dedicated space,” Gavin explains, “and we manage by making sure we communicate expectations and we communicate what’s happening on the pitch.”

Find a solution that benefits the business

When one of your reports presents a problem that may be outside of your scope of influence, be sure to speak to your boss with solutions.

Suppose your report feels overworked because their tasks should actually be handled by more than one person. Try saying something like “can’t work harder than he already does,” says Monster career expert Vicki Salemi. “Here’s the solution: We’re short on staff. We need budgets. Until those budgets open, can you loan me people?”

The key is to “translate it into a problem whose solution benefits the strategic interests of the business,” says Gavin.

Regardless of how you feel about your report’s potential burnout, your boss may care less about it than the end result of what he’s doing. Let them know that having more than one person taking on your employee’s workload means more of it will get done and in a timely manner, which leaves even more time to take on new projects.

“Your people will really give you a lead”

As for burnout-related issues that get a bit out of your hands, you may not be able to fix them for your team right away. At your next one-on-one talk, let them know that you are working to resolve the issue and that you can hopefully offer them a solution soon.

“Your employees will really give you a lead if they really believe you’re working on it with them,” says Gavin. “They don’t necessarily need you to solve this problem overnight.”

As long as you’ve established that openness and are in the habit of listening to them and trying to make things better, they’ll know you’re doing what you can to help alleviate their potential burnout.

Check:

Stressed and exhausted? Quitting your job may not help

2 simple, everyday ways to help people around you avoid burnout

Quitting Quietly Isn’t Always the Best Option – Try These 3 Things First, Experts Say

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