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Three Secrets for Preventing Job Burnout By Terry Bragg Job burnout is contagious. With downsizing, rightsizing, reengineering, or whatever the latest management fad is telling companies to call laying people off, job burnout is spreading rapidly. When companies reduce their headcount, they seldom change the work processes or reduce the work load. Consequently, people left in the company must not only do their jobs but the jobs of the people the company laid off. Burnout is epidemic. Job burnout has three components: (1) overwhelming feelings of exhaustion particularly emotional exhaustion, (2) feelings of cynicism and detachment from the job, and (3) a sense of ineffectiveness and lack of accomplishment. Consequently, coping strategies and prevention strategies must address job burnout in these three areas. The opposite of job burnout is engagement. Engagement also has three components: (1) energy including vigor and resilience, (2) involvement and dedication to the job, and (3) personal efficacy and pleasure with the job. Individuals and organizations can combat job burnout and promote job engagement in each of the three areas by following these strategies: 1. Prevent emotional and physical exhaustion. As Vince Lombardi, the great football coach, said, "fatigue makes cowards of us all." Physical exhaustion can lead to frustration, fatigue, and emotional exhaustion. Burnout comes from trying to do too much and from caring too much about the results of what we do. The psychologists tell us that the mental symptoms are more important than the physical symptoms of job burnout. Burnout comes when you are emotionally spent and indifference and cynicism set in. The obvious response to this problem is to reduce the workload to realistic amounts, to stop working 60-80 hour workweeks, and to become more emotionally detached from the problems we face at work. Doing this without becoming callous, uncaring, and ineffective is a real art. The true secret of reducing workloads is to recognize that you cannot get everything done, that you must concentrate on doing the most important work, and then letting the least important work go. Prioritization is the key to preventing emotional and physical exhaustion. You also need to recognize the importance of having a life outside work. Workers have more energy and are more effective when they lead more balanced lives and have active interests outside work. A few years ago, I was on the road almost constantly for six weeks presenting seminars and training employees in companies across the United States. By the end of the six weeks, I was physically exhausted from the travel, and was mentally and emotionally spent as well. Exhaustion made me susceptible to cynicism and depression. The cure was to get some rest and to stop traveling while I physically and emotionally rejuvenated. I needed to get my life back in balance. 2. Avoid cynicism and depersonalization of the job. Check your attitude and the attitudes of your coworkers. You avoid cynicism and personalize your job through involvement. Involvement promotes and supports commitment to your job. People become cynical and detached from their jobs when they feel they have no control over how things are done. Companies often cultivate cynicism and the depersonalization of work by treating workers like expendable commodities. Instead, treat employees like valuable assets. Invest in them. Take a personal interest in them. Give them the opportunity to influence the decisions that affect their work. 3. Acknowledge your accomplishments and the accomplishments of your coworkers. Don’t expect miracles. Be realistic when assessing your accomplishments. Keep a success diary to record your accomplishments. Often we don’t give ourselves credit for all our accomplishments. Create a positive work environment by looking for opportunities to give coworkers positive feedback. Praise your staff and coworkers for their accomplishments. Although you may have done more, accept and appreciate what you have done. Focus on the impact you have had within your sphere of influence. You can prevent job burnout by focusing on three areas as an individual and as an organization: avoid physical and mental exhaustion, fight cynicism and depersonalization, and acknowledge and enhance personal efficacy. Job burnout may be contagious. However, job satisfaction, organizational energy, and employee dedication are also infectious. Terry Bragg and Peacemakers Training offers a variety of tools for promoting, maintaining, and recognizing excellence in your workplace. We also offer tools for helping you achieve and maintain personal excellence. To learn more about these tools, click here: Tools for Workplace and Personal Excellence To find out more about Terry's book, 31 Days to High Self-Esteem, click here: 31 Days to High Self-Esteem To learn more about onsite seminars and workshops for improving interpersonal relationships, resolving conflict, and promoting and maintaining excellence in your workplace, click here: Seminars & Workshops ©2001 All rights reserved Terry Bragg•Peacemakers Training Terry Bragg runs a company called Peacemakers Training in Salt Lake City, Utah, and is the author of the book 31 Days to High Self-Esteem. He works with organizations to create a workplace where people want to work, and with managers who want their people to work together better. If you want your organization or your people to have more energy, more trust, more respect, and more meaning, please contact him at: Peacemakers Training Subscribe to our Free
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