Let’s Do More Than Just Talk About Burnout
I thought a lot about how this blog should start. Should it start with a definition of burnout? Should I highlight the research first? What would be most impactful? I decided not to start with a definition because, at this point, everyone should understand what burnout is. And, while research is great, we all know someone who has or is experiencing burnout now - we probably have experienced burnout ourselves!
So, let’s dive in…
It is time for us to do more than just talk about burnout at check-ins, all-staff meetings, and our organizations in general. We need to implement clear strategies that are accessible for everyone to address and mitigate burnout. I say accessible to everyone because often we set up strategies but, as soon as there is low capacity due to a vacancy or there is urgency around a deliverable or task, they fly right out the window.
How many times have you prioritized your self-care, created space on your calendar to step away, only to be pulled in by a last-minute request or need that cannot be filled by anyone else? For me, it is too often to count.
So how do we move from doing more than just talking or implementing strategies that don’t work?
Redefining our Culture
I saw this post on LinkedIn shared by Mita Mallick.
She said in her message:
“Dear Leaders,
Culture is not defined by meditation apps & fancy snacks. Culture is also about:
👉🏿 Creating fire-drills that could have easily been avoided
👉🏿 Ignoring team member’s vacation plans & asking them to work
👉🏿 Publicly shaming your team when mistakes happen
👉🏿 Not cancelling projects, & expecting the team to take on more
👉🏿 Pressuring parents to return early & not use their parental leave
And more.
You own your culture.
It becomes part of your company brand & your leadership brand.
And it becomes the reason why people will stay or walk out the door.”
And she’s right, we know that this culture leads to burnout, turnover, more capacity issues… the list goes on and on.
For us to really address burnout in our organizations we have to be honest with ourselves about the culture we’ve created. We also need to be honest about how we are truly caring for ourselves and, if we are leaders in an organization, the behaviors that we are modeling.
I know we are all trying our best and when there is a vacancy or a deadline some things may not be able to be reprioritized, but when that is your norm and that is what staff see and do all the time, that is your culture.
So how do we truly mitigate burnout? We have to make a commitment to change our culture by identifying and instituting strategies that prioritize and center people. Not all organizations are ready for that journey, is yours?
Making a Commitment to Staff Wellbeing
At Mission Capital, we are moving towards a more People-Centered Culture. We’ve been working on burnout since last year, participated in the Harvard Business Review Beating Burnout Series, and identified strategies for staff to implement. Our Leadership Team made a commitment to establish Wellbeing Principles and to uphold them.
STAFF WELLBEING AND SAFETY ARE THE HIGHEST PRIORITY.
Our highest priority is for our staff's safety and wellbeing. All decisions will be made with staff at the forefront.
WORK-LIFE BALANCE & BOUNDARIES ARE EXPECTED AND WILL BE RESPECTED.
Each staff member is empowered to consider what work-life balance means for them and determine how they want to establish boundaries. While our work is important, it is not always urgent, staff have the agency and are encouraged to set boundaries and create a work-life balance that is individualized and multidimensional based on their needs.
PERSONAL TIME OFF (PTO) IS PRIORITIZED AND PART OF OUR CULTURE.
Staff is encouraged to use PTO. While we would like all staff to completely disconnect during PTO, we recognize that they should have the agency to take leave in ways that work best for them. The staff has the agency to consider their individual needs and decide how to utilize PTO in ways that are best for them.
FLEXIBLE WORK SCHEDULES ARE AVAILABLE TO ALL STAFF.
Staff can work variable hours during the day to balance their personal and work lives, including working an early morning or late hours per individual staff member needs. All staff is encouraged to talk to their direct manager about what work-life balance means for them and how they want to schedule their work hours, which includes alternative schedules.
An Ongoing Journey
In some ways, we’ve made progress, but not enough and not for enough of our staff members. What this means is this is an ongoing process. We need to go back and have honest conversations with our staff and delve into how we can continue to disrupt our culture to really center their needs. Because in the end the people who work at Mission Capital, and the people who work for your organization, are what’s most important… and that includes you.
I’ll share again in a few months to tell you where we are on our journey, the progress we’ve made, where we’ve failed, and future learnings. Until then, here are some really good resources on burnout that you can use to help you take action and change your culture… if you’re ready.