Burnout is a growing concern among working professionals. A recent employee well-being and mental health survey conducted by AFLAC revealed that more than half of American workers report at least moderate levels of burnout.¹ Paralyzed by the unrelenting pressures of workplace and personal demands, affected individuals report chronic exhaustion, low job satisfaction and a reduced ability to perform their tasks effectively.² Despite the debilitating nature of burnout, many employees are reluctant to seek help.³ They worry about retaliation or being fired for discussing mental health concerns at work. In turn, many managers feel unprepared to discuss or address mental health issues.⁴ The problem with not addressing employee burnout is that its impact extends well beyond the individual. Chronic absenteeism and turnover, increased interpersonal conflict, decreased efficiency and quality issues can arise and disrupt the work environment.⁵

As medical education professionals in the post-pandemic era, we are aware that clinician burnout is at an all-time high.⁶ But we are facing a crisis as well. Many of us are constantly bombarded by demanding workloads, staffing shortages and economic uncertainties. These conditions can create the perfect storm for burnout. Managers and team leads, in particular, are well positioned to identify tools and implement strategies to help individuals who may be suffering in silence. As team leaders or managers, here’s what you can do to address burnout in your workplace:

Recognize the signs of burnout and related mental health issues. The signs and symptoms of burnout vary and can be difficult to pinpoint.⁷ To complicate matters, the signs and symptoms of burnout — fatigue, detachment from work and decreased work performance — can overlap with other mental health issues such as anxiety and depression.⁷ The key to recognizing when an employee or colleague may be struggling with burnout is to be aware of subtle changes in their behavior that may not be normal for them. Have they been more withdrawn lately? Do they seem increasingly frustrated with their job tasks or their coworkers? Are they frequently late or absent? Is it taking them longer than usual to start and finish tasks? Though generalized, one or more of these red flags could alert you to a deeper problem, including the possibility of burnout.⁸ Fostering genuine interpersonal relationships can help you be more attuned to these types of shifts within the team.

Normalize and initiate conversations about well-being and mental health. Having conversations about sensitive topics, such as concerns regarding mental health, requires trust. Fostering healthy workplace relationships is the first step to establishing trust. The next step is to create an environment where people feel safe to talk about their well-being and mental health without negative repercussions. Normalizing these conversations makes it easier for the person experiencing burnout to seek help or be responsive to attempts at addressing the issue. If you are not comfortable with initiating conversations about burnout, it may be helpful to use a tool such as the ALRIGHT method to help you get started (Figure 1).⁹ Once you have approached the individual, it is important to listen to their concerns with an open mind and provide reassurance so they can feel supported.¹⁰ When appropriate, make suggestions and provide resources to help them address their concerns. Your first conversation should not be your last. At the individual’s discretion, be sure to periodically check in to see how things are going.

Take steps to prevent burnout in the first place. Burnout is preventable and there are many ways to stop it in its tracks. In a recent article about combating burnout in the workplace, Gabriel et al. describe burnout as an imbalance in job demands and job resources.⁵ Employees with ample job resources and low job demands are more engaged. However, burnout results from low resources and high demands. They propose several strategies for maintaining balance and creating a more engaged workforce. In addition to cultivating high-quality relationships and providing social support as we discussed earlier, the authors suggest giving employees more autonomy and flexibility to do their job. Allowing them to choose from and perform a wide variety of tasks can also provide them with greater job satisfaction. Ensuring each member of the team has a voice is also critical. Additionally, it is important that team members receive consistent, timely feedback as well as recognition for a job well done.

An insightful article published in the New Yorker suggests that the rise in digital communication since the pandemic and fewer stretches of uninterrupted work time are major contributors to burnout among knowledge workers such as ourselves.¹¹ Therefore, burnout can be minimized by reducing the number of unnecessary meetings and digital interruptions (e.g., emails, instant messages).

Putting It All Together: A Case Example

Let’s look at an example of how to put these suggestions into practice. Carol, a project manager, has been with the company for 10 years. During this time, she has earned a reputation as a punctual, detailed-oriented employee with a talent for managing complex logistical details. She is well respected by her colleagues and is known for her pleasant disposition. Over the past few months, she has grown increasingly frustrated with her job and constantly complains about the number of unproductive meetings she is expected to attend. Her overall disposition has been negative. She is frequently late for meetings and has missed several important deadlines. Her manager is concerned because she has had arguments with internal team members who say she is taking longer than usual to complete her tasks.

Clearly, Carol’s atypical behavior suggests that something is wrong. A manager who is attuned to their team can detect changes in their direct reports’ body language and behavior well before it becomes an issue for the wider group. Regular one-on-one meetings would have provided the opportunity to check in with Carol about the cause of her behavior. Is she overwhelmed by her workload? Is she lacking the resources she needs to do her job? Does she feel dissatisfied with her role? One of the most important things her manager can do is reassure Carol they will provide her with the support she needs to be successful at her job. During the conversation, Carol’s manager could offer appropriate suggestions to address her concerns (e.g., reassigning tasks, reducing workload, reevaluating which meetings she is required to attend, discussing opportunities for professional growth). After helping Carol implement the necessary changes, her manager should check in regularly to see if the solutions were effective or if further adjustments would be necessary.

After noticing Carol’s uncharacteristic behavior, her manager decided to initiate a conversation about it at their next one-on-one meeting. Reluctantly, Carol explained that she had become increasingly frustrated with her heavy workload and mandatory attendance at meetings that were not relevant to her role. As a result, she had difficulty completing her tasks during the workday and she works late nights and weekends to manage her growing backlog of tasks. Her manager acknowledged Carol’s concerns and asked what would be most helpful in addressing them. After discussing possible options, her manager agreed to reassign some of Carol’s workload to another project manager. Her manager also asked the team to assist in completing the backlogged tasks. In addition to giving Carol more autonomy over which meetings she attends, her manager offered tips for improving her time management and productivity. Carol was grateful for the support and gradually her morale began to improve. Her manager continues to check in with Carol to ensure she is receiving the support she needs to be successful in her role.

Conclusion

Today’s workplace is fast-paced, and it is easy to become overwhelmed by its demands. Left unaddressed, the constant pressure can lead to burnout. Managers and team leads can help reverse the tide of burnout by fostering a safe and trusting work environment where team members can discuss mental health challenges without fear of negative consequences. Proactive measures aimed at improving job satisfaction and productivity can create a healthy work environment and allow team members to thrive.

Want to learn more?

Check out these helpful resources:

• How to Prevent Employee Burnout, Gallup
• 4 Steps to Beating Burnout, the Harvard Business Review
• Tips for Addressing Burnout in the Workplace, Society for Human Resource Management

Figure 1. The ALRIGHT method for having effective conversations about mental health.⁹

A: Approach the person about your concerns and ask if everything is OK.

L: Listen without judgment and minimize interruptions.

R: Reassure them that you will support them the best way you can.

I: Take immediate action to make work-related adjustments to alleviate the problem.

G: Guide them to professional support and helpful resources.

H: Help by making suggestions, where appropriate, for addressing their concerns.

T: Take time to follow up about their progress if they are OK with that.

References

1. Aflac WorkForces Report. Workplace Benefits Trends: Employee Well-being and Mental Health, 2022-2023. Available at: https://www.aflac.com/docs/awr/pdf/2022-trends-and-topics/2022-aflac-awr-employee-well-being-and-mental-health.pdf. Accessed January 29, 2024.
2. World Health Organization (WHO). Burn-out an "occupational phenomenon": International Classification of Diseases. May 28, 2019. Available at: https://www.who.int/news/item/28-05-2019-burn-out-an-occupational-phenomenon-international-classification-of-diseases. Accessed January 29, 2024.
3. American Psychiatric Association. About half of workers are concerned about discussing mental health issues in the workplace; a third worry about consequences if they seek help. May 19, 2019. Available at: https://www.psychiatry.org/news-room/news-releases/about-half-of-workers-are-concerned-about-discussi. Accessed January 29, 2024.
4. McGlauflin, P. Companies are tapping managers to support employees’ mental health. Some argue it’s an unfair burden. Fortune. July 10, 2023. Available at: https://fortune.com/2023/07/10/mental-health-stress-managers-workplace-wellbeing/. Accessed January 29, 2024.
5. Gabriel KP, Aguinis A. How to prevent and combat employee burnout and create healthier workplaces during crises and beyond. Business Horizons. 2022; 65(2): 183-192.
6. American Medical Association (AMA). Pandemic pushes U.S. doctor burnout to all-time high of 63%. September 15, 2022. Available at: https://www.ama-assn.org/practice-management/physician-health/pandemic-pushes-us-doctor-burnout-all-time-high-63#:~:text=The%20researchers%20found%20that%2C%20overall,consistent%20across%20nearly%20all%20specialties. Accessed January 29, 2024.
7. Koutsimani P, Montgomery A, Georganta K. The Relationship Between Burnout, Depression, and Anxiety: A Systematic Review and Meta-Analysis. Front Psychol. 2019;10:284.
8. Help.Guide.org. Burnout Prevention and Treatment. Available at: https://www.helpguide.org/articles/stress/burnout-prevention-and-recovery.htm. Accessed January 29, 2024.
9. Delphis Learning, Martin I. Workplace Mental Health: A Manager's Ultimate Guide. Available at: https://www.udemy.com/course/managers-online-mental-health-awareness-course/. Accessed January 29, 2024.
10. Itzchakov G, Weinstein N, Cheshin A. Learning to listen: Downstream effects of listening training on employees' relatedness, burnout, and turnover intentions. Human Resource Management. 2023;62:565-580.

Newport, C. An exhausting year in (and out of) the office. The New Yorker. December 27, 2023. Available at: https://www.newyorker.com/culture/2023-in-review/an-exhausting-year-in-and-out-of-the-office. Accessed January 29, 2024.