A Q&A on creating virtuous work cycles that empower employees to expand their skills By Nicole Schreiber-Shearer, Future of Work Specialist at Gloat Reducing turnover has always been an HR priority—but it’s taking on an entirely new meaning in the
By Emma McHugh, Senior Project Manager @ Gloat
January 20, 2022
Burnout has quickly snowballed into a problem that leaders can’t ignore. While the term may have been relatively unknown a few years ago, it’s now firmly part of the workplace lexicon. The World Health Organization has even classified it as an “occupational phenomenon”, further cementing burnout’s status as a workplace epidemic.
Most leaders know the basic warning signs of burning out, and some may have even experienced it firsthand. However, there’s one particularly challenging type of burnout that tends to get overlooked: manager burnout. Mid-level employees frequently find themselves in a taxing balancing act, as they must juggle the expectations of their direct reports with their own supervisor’s demands. As a result, Gallup reveals that managers report more stress and burnout than the people they manage. They’re also the group of employees who are most likely to resign during today’s turnover tsunami.
No business can afford to lose talent during the Great Resignation, and manager turnover can take an especially devastating toll on everything from employee productivity to workplace morale. Leaders will need to address management burnout if they want to hold on to these invaluable employees, but many are unsure about how to reduce workplace stress levels. So what does it take to cultivate an environment that will set your managers up for success?
The facts on manager burnout are pretty alarming. While workplace stress decreased for individual contributors and leaders last year, managers felt their anxiety skyrocket. And only one in four said they’ve been able to maintain a healthy work-life balance.
Part of what makes middle managers so susceptible to burnout is that they’re often experiencing pressure from both sides. They’re in charge of bringing stakeholders’ visions to life, while simultaneously making sure their direct reports are supported and engaged. This dual set of expectations can be overwhelming, leaving many managers to feel like they’re struggling to shoulder too much weight at once.
Organizational silos adds another layer to managers’ stress levels. At many organizations, a lack of connectivity weighs down cross-functional collaboration, making it difficult for managers to ask for support or get the expertise they need. Instead, middle-level managers might feel responsible for coming up with all the right answers, even when a question or task is outside of their area of expertise.
Finally, a third factor in the management burnout crisis is that many employees don’t get much support as they move into these roles. The transition from contributor to manager is a major milestone that comes with plenty of new challenges and responsibilities that previous roles rarely prepare people for. That means these newly promoted workers must search for ways to bridge gaps and get the soft skills they need as a leader while managing the dual set of responsibilities that comes with the job.
Everyone knows that burnout is bad. But just how bad is it? According to the American Institute of Stress, the burnout costs in the United States alone amount to $300 million annually in diminished productivity and employee turnover.
The devastating toll that management burnout takes can be broken down into the following categories:
No leader wants their organization to become a breeding ground for burnout. Fortunately, there are a few steps that executive teams can take to safeguard their workforces against chronic stress. These best practices include:
Burnout isn’t going to go away unless leaders take action. Currently, our research reveals that 43.3% of employees feel burnt out, and that number is likely to be even higher amongst mid-level managers. To learn more about the powerful role that talent marketplaces can play in reducing workplace stress and engaging and retaining employees of all levels, check out The Great Resignation Research Report.
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