UNDERSTANDING BURNOUT

If you were to conduct a current poll of our sports tourism colleagues on how they feel about work, it would not be a shock to hear the same thing across the board. Truly most are feeling burnout. Over the past few months, this sentiment has increased with an onslaught of travel due to most industry conferences pushed into the Fall months.

4.3 million Americans left their jobs in August 2021 for various reasons, burnout being one of them. It may be evident that workers are feeling burned out after a twoyear-long pandemic and the stresses that have come with it. However, the precise reasons why so many are in agony are less understood. Management falls into the trap of believing the best way to overcome burnout is to encourage more time off or an increase in benefits.

However, burnout is a mixed bag of unfortunate and outdated administrative policies and procedures, responsibilities that now possess higher risk, and new social issues. Burnout is confusing. To efficiently tackle the issue, we all must focus on the core concerns causing its growth.

Here are six of the biggest obstacles:

Out of the gate, it is not a shocking surprise that a considerable workload is always a massive reason that leads to burnout. Stress and long hours are known causes of heart disease. What is the fix? Well, that is up to employers. C level must identify realistic, attainable goals, deliver more support when demand shifts, and even consider fulfilling the ever-so-popular four-day workweek (PUSH reported on this idea in a previous issue).

Feeling micromanaged leads to a drop in enthusiasm with employees. Independence in the workplace is critical for employee well-being and retention. When employers are constantly looking over the shoulders of their employees, monitoring their work schedules, or criticizing them for missteps, burnout can be a byproduct. Instead, providing employees with choices and options on work schedules, locations, and procedures can be a beneficial way to combat burnout.

Be sure to implement a plan that recognizes, notices, and respects employee contributions. This is not just about salaries either, though paying for an employee’s worth is crucial if you wish to prevent burnout. Also, stay away from damaging competition by distributing rewards to only top management.

Reducing intraoffice politics and creating a friendly environment exudes a happy work environment. Employees who struggle with making social connections within the workplace will end up at the top of your burnout list. Provide employees networking opportunities to connect with coworkers in a non-workplace environment discussing subjects outside of work, such as a team volunteer effort or charitable fundraising campaigns.

No one oozes motivation for work when mistreated. It would be impossible for managers to get rid of every single complaint, but it is possible to create reporting systems and settle these concerns. Staying steadfast about eliminating favoritism and unfairness is essential.

The job you will enjoy the most will align with your core values in your career. Jobs that negatively affect us, and are likely to cause burnout, are those when we struggle with our innermost beliefs. Depending on the conditions, solve this by only acquiring employees whose values align with the organization’s mission or adhere to its values.

Burnout is a distinctive occurrence for each of us, for both personal and professional reasons. Though these common contributing factors offer a solid foundation for management and employees to consider when working to overcome the other pandemic we are facing…existing burnout.