Burnout is a word that comes to mind when we consider mental health or stress in the workplace. In September of this year, burnout was a commonly used word when sickness in the UK reached its highest level in 10 years. Mental health issues ranked among the top four reasons for sick leave, and contributed to the other three.
Burnout is nothing new. But with the increasing pressures of modern life and the faster pace, people are burning both ends. There is a feeling that many people don’t have the support or outlet they need when dealing with workplace stress. …. It can also be problematic to have too little.
Burnout and rustout are similar in that they both cause stress
The boredom that employees experience when faced with “Uninspiring work which fails to stretch them ” is called ‘rustout’ by Paula Coles.
Dan Siegel, a trauma researcher who has applied this model to the workplace and borrowed the concept from trauma research, described the optimal state of arousal within which a person could function as the “window of tolerance”. Siegel believed that too much arousal would result in hyper-arousal. Burnout, stress and anxiety are all examples of hyper arousal. Depression and apathy, and the feeling of being rusty.
Burnout and rustout both result in similar symptoms, as they are both stress-related. The signs include:
Psychological Signs
- Irritability
- Tearfulness
Social Signs
- Stop talking to the management or not voicing your concerns despite an open door policy
- Turning down invitations or attending them all and possibly overindulging
- a noticeable way (that is different from their usual behavior)
Biological
- Increased susceptibility to disease (often due to a depressed immune system)
- Other signs of physical health problems
Practical
- They are not volunteering for things they would normally do – or they are looking for ways to get involved, when they would have previously always been home on time
- When a worker does not meet their normal standards of work or misses deadlines, even though they are usually on time
Verbal
- If you hear yourself saying phrases like “I wish I could stop” or “I need to go somewhere else”, it’s a good idea to ask, “Are You OK?”
These signs can be indicative of stress, but are often related.
These can both result in sick leave, a quiet resignation (where the minimum amount of work is completed) or – simply – quitting. Leaders face a dilemma because their top performers will leave the fastest if they are looking to switch jobs.
“No” is a complete statement and does not require a qualification.
What can we do to ?
How burnout and rust-out are addressed is what makes the difference. Burnout can be addressed by finding ways to manage the workload, improving the tools required to do the job, emotional support or resilience-building. Re-engaging teams and inspiring them is crucial when rust has set in.
Burnout
Practice setting boundaries
It’s easy to get resentful and tired of someone who is always trying to please others. Remember that ‘No is a complete statement and does not require a qualification.
Try if they’re struggling:
- Buying Time “Let me get back to your” or “I will check my schedule”, as this allows you to think about whether you want to do something
- Limiting the time: “I’ll do it in 5 minutes”
- Signposting “I can’t, but x can.”
- Returning the responsibility back to the person who asked by asking: “What can I do to be most helpful to you?”
To rust out
Prioritize your team’s strengths and not their skills
Professionals excel at many things, because they learn quickly. This can lead to them being misapplied.
Strengths and skills are both things that can be developed, improved and learned. Strengths make us feel good when we use them, but skills are less satisfying.
It is easy to be promoted to a position that is not a good fit for you if you don’t know the difference. This is because praise is so powerful. But you don’t want to be in that position.
Divide the list of things your team is good at into two columns. They can choose between things that they enjoy and are energising and other activities they find tiring. Work with them to find ways to make the most of their strengths.
It’s not a matter of following trends blindly.
Ask your teams to identify the conditions that best support them when they are struggling. This information can be used to create a wellbeing plan that will benefit everyone in your organization.
Are you interested in this topic? Read: Identifying warning signals: How to support leaders in HR with burnout prevention
