Burnout: Fighting the Occupational Phenomenon
Shot of a young businesswoman looking stressed while using a computer during a late night at work
Burnout is a term we hear a lot nowadays, too much. The World Health Organization classifies burnout as an occupational phenomenon and the direct result of “chronic workplace stress that has not been successfully managed.” Characterized by three separate dimensions, we’ve all felt burnout in one way or another: from depleting energy and exhaustion surrounding your work to increased negativism or cynicism relating to your job.
Burnout isn’t uncommon, but we often find ourselves treating the symptoms rather than rooting out the cause. The Mckinsey Health Institute found that, across 15 countries, toxic workplace behavior was the largest perpetrator of burnout. With employers typically overlooking how burnout affects their employees and underinvesting in solutions, adaptability training becomes the go-to. But, research suggests that employees with high adaptability are over 50 percent more likely to leave an organization with a harmful environment.
In order to mend the problems created by toxic behavior, we must focus on the toxic behavior itself and not the individual symptoms. 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. When we are placed in an environment that nurtures our psychological safety, “there’s an explosion of confidence, engagement, and performance.”
Timothy R. Clark, among other experts on the phenomenon of 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.
