How to Prevent Burnout in Your Company, According to Science

Exhaustion, frustration, lack of motivation — these are the signs of workplace burnout. And while I suspect it won’t exactly

4 min. read

Exhaustion, frustration, lack of motivation — these are the signs of workplace burnout. And while I suspect it won’t exactly come as a surprise for most members of the workforce, I’ll say it anyway: Lots of people are experiencing these symptoms. This is a large-scale problem.

According to the American Psychological Association, work has become our third-most common source of stress, right behind the nation’s future and money in general. And the General Social Survey tells us that 50% of respondents report feeling consistently exhausted because of work (compare that with 18% twenty years ago).

A quick Google search brings up dozens of articles offering advice on how to beat this burnout. Helpful resources, sure, but that kind of thinking puts the onus on employees, not employers. If you want to create a workplace where your workers aren’t destined to fail due to stress and exhaustion, keep the following in mind. 

1. Higher job demands demand higher levels of support. Be ready to offer help. 

A recent study from the Yale Center for Emotional Intelligence and the Faas Foundation measured engagement and burnout in more than 1,000 U.S. employees. Surprisingly, their findings suggest that the former doesn’t always negatively correlate with the latter. Yes, 2 out of 5 participants experienced high engagement and low burnout, but another 1 in 5 reported both high engagement and high burnout. 

The separating factors? Resources and demands. The high engagement/low burnout participants noted having access to a high level of resources like supervisor support and recognition alongside a low level of demands, including workload, distractions and bureaucratic frustrations. On the flip side, high engagement/high burnout participants reported a similar access to resources, but also a higher number of demands.

The researchers’ advice? Managers should keep tabs on how much they’re requiring from their team — and how much support they’re offering. “The higher the work demands, the higher employees’ need for support, acknowledgement or opportunities for recovery.

2. Human connection is critical. Build it into the way you do business.

Christina Maslach, a professor of psychology at the University of California, Berkeley — and somebody who has studied burnout for decades — says that human connection is the best way to fight burnout’s negative effects:

“What we found is that people’s health, well-being, everything in life, is way better if you’re connected with other people… That social network, that each of you have each other’s back, that they’re there for you and you’re there for them, that’s like money in the bank. That’s a precious, precious resource.”

Leaders should remember this when choosing and designing the various aspects of a business that allow employees to connect, including processes, technologies and physical spaces. Do what you can to break down the barriers, both concrete and metaphorical, that might isolate members of your team.

3. Exercise is also really important. Make sure your employees can make time for it.

Other recent research has confirmed what many individuals had already found to be true: Exercise helps battle burnout in a major way. Researchers at the University of New England in Australia discovered that four weeks of exercise helped study participants experience greater well-being and personal accomplishment alongside less psychological distress, perceived stress and emotional exhaustion

For managers, this should reinforce the importance of encouraging physical activity. Consider providing in-office solutions like treadmills, stationary bikes and elliptical machines (or FitDesks!). Beyond that, give your blessing to flexible work schedules that allow your employees the chance to hit the gym midday.

4. Collaboration is great — up to a point. Don’t overcomplicate your organizational structure. 

Author and management consultant Eric Garton warns against excessive collaboration: “It manifests itself in endless rounds of meetings and conference calls to ensure that every stakeholder is heard and aligned. Many corporate cultures require collaboration far beyond what is needed to get the job done.” According to his research, senior executives receive over 200 emails a day. Average supervisors spend eight hours per week reading and sending e-communications. This leads to burnout.

His suggested solution to the problem is to assess — and change, if necessary — your company’s structures and routines: “Look at the number of nodes in the organization. These are intersections in the organizational matrix where a decision maker sits. A proliferation of nodes is a sign of unnecessary organizational complexity, and nodes act as organizational speedbumps, slowing down the action and stealing organizational time and energy.” 

5. Mindfulness meditation is legit. Treat it that way.

In case you’re a skeptic, I’ll cut right to the chase: researchers from Johns Hopkins University have found that “mindful meditation can help ease psychological stresses like anxiety, depression and pain”. In addition to encouraging exercise, try doing the same for meditation. Designate a quiet room where your employees can slip away for fifteen minutes and recenter themselves.

And if you’re still skeptical, remember this: It worked for Google.

Some of these changes will require more effort than others, but don’t be afraid of an overhaul. A company low on burnout is far more likely to be successful, as burnout can account for up to half of an organization’s employee turnover. And if you need help (especially with #4), don’t be afraid to ask for it. Consider reaching out to a consulting firm to assist with your structures and processes. 

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Danielle Sutton