Burnout is defined as "a prolonged response to chronic emotional and interpersonal stressors on the job. It is defined by the three dimensions of exhaustion, cynicism, and professional inefficacy." (C. Maslach, MP Leiter, Stress: Concepts, Cognition, Emotion, and Behavior. 2016).
According to Gallup research and their 2018 report on burnout, 23% of employees reported feeling burned out at work very often or always, while an additional 44% reported feeling burned out sometimes. That means about two-thirds of full-time workers experience burnout on the job."
When you abdicate control of your time and priorities by succumbing to the hoards of distractions and fires that can permeate your day, you leave yourself open to the possibility of burnout.
Here are 3 simple changes you can make right away to regain control of your time and priorities so you can avoid burnout.
There is no optimum management style; in fact, sticking to one style can diminish team buy-in and derail vital endeavors. The behavior that will generate respect and buy-in from your team depends on the situation. By applying situational sensitivity, effective Leader-Managers know how to accurately read each situation and adapt their behavior to improve the outcome.
Personality is all about who we are: our way of thinking, feeling, and of how we perceive the world. Our personality traits stay with us for our entire life; they make us unique, and don’t change all that much.
We can, however, choose our behavior to suit our needs and goals. When it comes to management style, we don’t have to stick to the binary extremes of a dictator barking orders, or that of a ‘why-can’t-we-all-get-along’ type of manager. Management style is a discipline, a skill that can be learned and applied.
Effectiveness is generally misunderstood. Take the “busy” professional: they look good, work long hours, deliver fast — all highly valued traits in any organization. But real effectiveness isn’t about personality; it’s about performance, how measurable outputs achieve the results of the job. Confusing the two can lead to wasted time and lost opportunities.
Ask anyone how things are going at work these days and the most common response you’ll get is a variation of “extremely busy!” Our usual reaction “Busy is good!”.
It’s easy to associate busyness with higher status — a busy person must be doing a great job, right? Maybe not.
Someone can have energy, work long hours, sound smart, dress nicely, but may not be achieving results.
It’s natural to rate someone based on those personal style or behaviour. We all do it. But these factors alone do not determine real effectiveness. To measure a leader-manager’s effectiveness, we need to get beyond first impressions and consider their their track record of achieving outputs – real results.
What would life be like without managers? Chaos or relief?
Skeptics have often questioned the value of hiring managers. Many have actually considered converting to flat organizations. But can a flat organization with self-managed teams and individuals really thrive or even survive? After all, they say, we make bad decisions in hiring managers most of the time.
How often? Well, according to Gallup research, wrong managers are picked up to 82% of the time.
Why keep hiring them?
Let’s just Google it.
Google was founded by a pair of engineers who did not think much of managers. The flat corporate structure they created was designed to encourage close collaboration and quick concept development. Engineers cheered at having zero layers of management, thinking that managers only delay development with unnecessary approval bureaucracy.
For some time, things worked out well for the online search engine firm.
Sweating the details can help keep us on course and get things done properly. Too often, however, managers fail to trust their team to do what they need to. In the name of staying in the loop, Managerzillas emerge – obsessing over every task assigned to the team, constantly looking over shoulders, and demanding work is completed “their way”.
There is no denying the damage micromanagement can cause. Research conducted by Trinity Solutions, also featured in Harry Chambers My Way or the Highway, showed: