While leaders can’t control what happens at home or on a personal level, they can control what happens in the work domain.First, create clear expectations with success criteria. What success looks like now may not match what it looked like six months ago. If things have changed, be clear about your new expectations. Second, be transparent about significant decisions.
. Especially as burnout is on the rise, it is important for employees to hear that their work is being acknowledged and valued.The repetition of the pandemic is both depleting and depersonalizing. Seeing progress on challenging projects and feeling like we are gaining traction are two key ways to trigger greater flow. Even if key projects have slowed down, as a leader, take time out to highlight where and how your team members are continuing to make progress.
Sadly, no matter how much we wish we were"over quarantine," we’re not and won’t be for a while. Still, doing our part to flatten the curve doesn’t mean that we have to flatten our souls or stop moving the dial on essential projects. Leaders have an opportunity and obligation to intervene. While they may be unable to prevent burnout entirely, they can take actionable steps to mitigate its effects on their team members.Garton, Eric.
Otto, M., Van Ruysseveldt, J., Hoefsmit, N., & Dam, K. V. . The Development of a Proactive Burnout Prevention Inventory: How Employees Can Contribute to Reduce Burnout Risks. International journal of environmental research and public health, 17, 1711. https://doi.org/10.3390/ijerph17051711
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