Four Ways Leaders Need to Stop Burning People Out
Management Created This Problem. Now Management Needs to Deal with It.
“If the operating equipment of the 21st century is a portable device,” Derek Thompson of The Atlantic once wrote, “this means the modern factory is not a place at all. It is the day itself.” In our always-on world, it’s easy to feel as though you never really leave your work. If your job is to make widgets on an assembly line, there’s a clear break. When you leave the factory, you’re done for the day. But most of our work now relies on our thoughts as much as our actions. If you’re developing a new product strategy, you can think about it all hours of the day — while you’re having dinner, putting your kids to bed, or trying to fall asleep.
In normal situations, this constant stressor creates a high risk of burnout. Add in the heightened stress of the past two years and what was a significant risk becomes a major concern. In one study, 40% of employees cited burnout as their top reason for leaving their job.
In many ways, The Great Resignation is a good thing. It’s forcing companies to recognize their poor practices and adapt.
Unfortunately, most of them still aren’t doing this well.
If you look at how most companies are addressing burnout, they’re pushing self-care. They’re subsidizing…
