Your Company’s Exposure
Updated: Mar 2, 2022
Written by: Joelle Amouroux-Huttner, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
Burnout has become trendy. Have you noticed?
Awareness is rising - Sport people, music and movie stars or public figures are coming forward with their own experience with Burnout. They are successful, dynamic, at the top of their game and yet, at some point, they suffered a Burnout and had to take action to overcome it.
It may be trendy but it is a real struggle that can not be ignored, without serious consequences at a personal and professional level, but its impact can also be felt within companies.
The difficulty with Burnout is that people going through it, who are involved in the cycle of Burnout, don’t see the problem or if they see it, they are fighting with all their might to maintain the appearance that they are not. They are fighting to be perceived as strong, in control and as unstoppable winner. They are often your typical type A overachiever and for companies, they are golden.
How can they change and why would they want to change?
People who know them well may be able to perceive that something is not quite right. They are working more than usual, they are becoming more tired, leading to angry outbursts for the smallest thing, they are becoming increasingly isolated, single-minded and will deny that anything is off, vehemently.
Officially, they are working to achieve their goals, projects, to overcome a tough situation…. And then, when it is achieved, done, sorted, of course, they will stop and go back to a more normal rhythm.
Except that this time never comes.
Internally, they often fear that they are not something enough (Good enough, experienced enough, not dedicated enough, not smart enough…) and they are working themselves to the ground to make sure that nobody else will ever notice that they are somewhat lacking. They work really hard to make themselves appear perfect, at any costs.
That search of perfection is exhausting and they are paying a high price for it, but they are not in a position to admit it.
How can people and company reach them, then?
In the past few years, companies have changed their approach to Burnout. A few year ago, they would have had a distanced involvement, considering that it was a personal matter that needed to be addressed in the personal space. They would provide general information sessions about what to do in case of Burnout.
Those “sessions” left everybody feeling a little puzzled. Because if people were to implement those common sense recommendations, they would likely be considered a lesser member of the team and they would be pushed to the side…. At least that’s what they thought.
Nowadays, there is a change in approach. Companies are now realizing that Burnout has a much greater impact, especially on their bottom line.
When an employee is burning out, overnight, the company looses an overachieving member of the team, somebody who was likely doing the work of 2 maybe 3 people, seemingly easily. They have to replace that person but it won't happen overnight, leaving the remaining members of the team to pick up the projects, duties and responsibilities of the burned-out person, on top of their owns. It will take the team time to get up to speed with the different new elements and to adapt to the new work load, leading to further disruption in the overall workflow.
The general output of the team as a whole will be affected, until they fully adapt.
The extra workload will create extra pressure on the team, creating additional stress, which in turn will have an impact on their own productivity. Indeed, extra pressure does not equate with increased productivity.
Now, the company is likely to replace the burned-out employee, temporarily or permanently. This is another disruption to the workflow. Time for the person’s intake process, for them to integrate the team, to find their marks and to get to their optimal level, all those elements mean further disruptions to the overall output.
The first Burnout could therefore have a domino effect leading to further Burnouts in the team or those connected.
This period of re-organisation and instability has a direct impact on the team’s output and therefore on the company’s bottom line.
Companies are realizing that potential global impact and are determined to minimise their exposure.
They are more mindful of the workload and its potential impact upon the teams. They are future pacing their workload and implementing preventative measures ahead of time to try and mitigate the pressure. Aside from the usual awareness campaign about Burnout, its signs and its consequences (inside and outside the company), they are looking at educating themselves, starting with their managing teams to create a more nurturing and caring environment where compassion is core. They also realise that information and good intention are sometimes not enough. They are encouraging their managers and everybody in their organisation to start with themselves and to lead by example. For example, taking personal time and not working on weekends.
There is no point in encouraging behavioral changes, if you do not act them out from the top down.
However, they are often faced with internal resistance. Old habits die hard. The idea that the only way to succeed and to be perceived as a good employee is to work hard, to keep one’s head down and to do everything that is asked of you without a word can be complicated to change. After all, it “has always been done that way”, and “it does work that way”. Employees do share the concern that if they follow the suggestions during those information sessions and do take a more balanced approach to their work-life, and do speak up when they get under too much pressure, they may be perceived as unreliable and not trustworthy and they fear being side-lined. They are concerned about their potential for career progression, their bonuses and being invited in the next big interesting project.
Be it at a managerial level, or at an employee level, it can be difficult to change habits, and that’s when persistence and incentives have to come in play.
Educating teams from the top down about the impacts and costs of Burnout, teaching about flow techniques that are going to boost productivity and efficiency, encouraging a working environment where the human element is put forward, making those preventative measures mandatory at all levels and also highlighting the lesser known positive effects of a more balanced lifestyle are key.
Higher performance, increased productivity and creativity, greater availability for other areas of one’s life are just a few advantages to creating a nurturing and compassionate environment and making sure it is implemented throughout the company.
I am lucky enough to work with companies in their journey to promote an environment where it is safe for people to work at their own rhythm, to implement a more productive and efficient workflow, to help them achieve a better environment for all involved. I provide information sessions, help design strategies to create a more supportive environment. I support the implementation of preventative measures and offer individual sessions, when a collaborator needs a boost.
Joelle Amouroux-Huttner, Executive Contributor Brainz Magazine Joelle Amouroux-Huttner is a coach specializing in burnout recovery and getting people back in flow. After a total burnout, Joelle experienced first hand the struggle of recovering mentally and emotionally after a burnout. She learned methods to help herself recover and regain her self-confidence. She never looked back and has strive ever since. She has dedicated her life to helping others manage their stress, strive and live life to the fullest. Her international clients include CEOs, top managers, Leaders, actors and performers, students. Her mission is to help you thrive – not survive – despite the pressures of our modern-day, fast-paced business world. The goal is freedom, fun, and more than a little joy.
