Burnout: Fighting the Occupational Phenomenon

Burnout is a term we hear a lot nowadays. It’s classified by the World Health Organization as an occupational phenomenon and the direct result of “chronic workplace stress that has not been successfully managed.” It shows itself in a number of ways, from depleting energy and exhaustion surrounding your work to increased negativism or cynicism relating to your job. Given the events of the last two years, it’s surprising we don’t hear it more.

Truth is: We’ve all experienced burnout. 

In fact, The Mckinsey Health Institute found that, across 15 countries, over 26% of employees experience burnout symptoms. Its biggest perpetrator? Toxic workplace behavior. The McKinsey Health Institute also found that employers are more likely to overlook how burnout affects their employees, and underinvest in solutions. This in turn promotes adaptability training as the go-to.  But research suggests that employees with high adaptability are more likely to leave an organization with a harmful environment.

It seems to treat the symptoms of burnout is not enough to solve the problem. Instead, we must focus on the problem itself.

In his book, The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation, Timothy R. Clark explains that we thrive in situations where we are respected and given the room to learn, contribute, fail, and challenge the status quo. Nurturing our psychological safety results in “an explosion of confidence, engagement, and performance.” 

Timothy R. Clark, and other experts on burnout, can be found on our Know Ahead List and website, hooksbookevents.com. Our world-class programs may be exactly what your organization needs to ensure you’re not ensnared by burnout.