In their book, “Burnout: The Secret to Unlocking the Stress Cycle,” Emily Nagoski and Amelia Nagoski contend that “the cure for burnout is not ‘self-care’; it is all of us caring for one another.” Americans spend a huge percentage of our time with coworkers — how can we practice empathy and care in the workplace, particularly when it comes to burnout?
Built In sat down with managers from three Los Angeles tech companies to hear their strategies for recognizing and addressing burnout with empathy and compassion. Allison Garvey, HR manager at Route, told us that the best way to address burnout is to prevent it. But if prevention isn’t possible, she said, managers can “watch for behavior changes like increased criticism or negativity, changes in work quality or poor communication.”
Creating workplace cultures of well-being goes beyond learning how to identify silent burnout. Addressing underlying problems requires compassionate conversation and a willingness to incorporate flexibility. Dave Deguzman, head of people at Ylopo, said that in conversation with burnt-out employees, “We collaborate on setting realistic goals, considering their workload. If possible, I adjust their tasks and encourage them to take regular breaks for stress relief.”
Alex Nguyen, head of creative at Tebra, summed up the need for empathy and care in the workplace this way: “Our employees are people first and we all know they do their best work when they're treated as such.” These managers’ advice just might help all of us treat one another as people first, preventing burnout by caring for one another.
Route seeks to improve the e-commerce experience through an app that enables shoppers and businesses to track ordered packages.
How do you identify if an employee is burned out but not telling you? What signs should managers look for?
The best way to address burnout with employees is to prevent it. If that’s not possible, watch for behavior changes like increased criticism or negativity, changes in work quality or poor communication.
If you suspect burnout could be a problem, have an open and honest conversation about the employee’s experience. Oftentimes, we get so wrapped up in the workplace that we forget people have lives outside of the hours they spend working. Stress from work has a multiplying effect on personal stressors they may already be managing.
As leaders, our job is to level-set by clearly defining work-life boundaries, encouraging teams to have open conversations and actively modeling healthy behaviors. Burnout is a pervasive cultural problem and if your actions don’t match your words, it’s tough for your team to believe boundaries and balance are virtues that you or the company value.
If you identify a burned-out employee, how do you begin addressing the issue?
Leadership is responsible for building a sustainable work environment free from stigma. If you are convinced that an employee is underperforming or disengaged and you’ve yet to thoughtfully consider whether or not your systems perpetuate a burnout culture, you are failing your team.
Leading highly productive teams is about cultivating inclusive and sustainable work and being supportive of individual and team growth. Many employers stumble in addressing the burnout issue because they create goals without changing systems.
Many employers stumble in addressing the burnout issue because they create goals without changing systems.”
While well intentioned, free access to a mental health app won’t move the needle on your poor employee experience if you don’t change the way you think about goal-setting, job expectations and organizational health.
At Route, we address employee wellness and burnout as another measure of engagement and organizational success. We overlay a range of financial, organizational and employee experience metrics to ensure we’re focusing attention and resources on the areas where they are most needed.
What resources and benefits does your company offer to employees dealing with burnout?
At Route, we try to optimize our efforts around continuous work-life integration. We realize that everyone is different and maintaining individual autonomy over how and when work gets done plays a big part in preventing a burnout culture.
We bring our senior leadership team together monthly to audit goals, roadmaps and organizational effectiveness. We’ve strategically focused business initiatives to invest in the places that bring value to the organization, and not at the expense of our employees or their well-being.
We have an amazing benefits team that works hard to deliver valuable mental and emotional wellness programs to our employees. These include our Employee Assistance Program (EAP), which allows our employees to connect with a mental healthcare provider for free.
We also offer mental health first aid training to ensure our leaders know how to proactively care for their teams. We provide unlimited PTO to our employees and train managers on how to speak about the benefit to ensure it’s utilized without hesitancy or stigma.
Ylopo is a marketing technology company using AI to create lead opportunities for the real estate industry.
How do you identify if an employee is burned out but not telling you? What signs should managers look for?
In today’s fast-paced work environment, employee burnout can often go unnoticed when team members choose not to vocalize their struggles. As a people leader, it’s crucial to recognize the signs even when team members aren't openly willing to discuss their concerns.
Fostering a culture of open communication and a supportive environment is paramount to creating a safe space for your employees. I try to focus on regular individual check-ins and establishing accessible communication channels that can encourage employees to share their challenges, even when they’re hesitant.
Prioritizing a workplace culture that values well-being goes beyond identifying silent burnout; it lays the foundation for a comprehensive approach to employee welfare. At Ylopo, we do our best to place a premium on the mental, emotional and physical well-being of our workforce and set the stage for a ripple effect that positively impacts various aspects of the organization.
If you identify a burned-out employee, how do you begin addressing the issue?
When I identify a burned-out employee, my approach focuses on empathy and understanding. I start by having a private conversation to let them know I genuinely care and that I am here to support them.
Focusing on listening to their experiences and validating their feelings creates a safe space for open dialogue. We collaborate on setting realistic goals, considering their workload. If possible, I adjust their tasks and encourage them to take regular breaks for stress relief.
I also inform them about available resources such as counseling or wellness programs we provide. To ensure their well-being, I establish a routine of regular check-ins, showing my ongoing support and tracking their progress.
Flexibility in work arrangements can help employees manage their responsibilities effectively. Throughout this process, I prioritize creating a supportive atmosphere where communication is welcome and encouraged. It’s essential to approach burnout holistically, taking into account the individual’s needs and the workplace environment.
It’s essential to approach burnout holistically, taking into account the individual's needs and the workplace environment.”
What resources and benefits does your company offer to employees dealing with burnout?
Our wellness program encompasses a range of offerings aimed at promoting well-being. We provide access to a platform of instructor-led sessions in mindfulness, yoga, stretching and quick workouts. Beyond these physical activities, our health plans also incorporate mental health benefits to ensure comprehensive support for our employees.
Tebra is a healthtech company providing independent practices with solutions for operations and growth through its products Kareo and PatientPop.
How do you identify if an employee is burned out but not telling you? What signs should managers look for?
Our employees are people first and we all know they do their best work when they’re treated as such. That goes beyond asking them how their projects are going to have an actual interest in them both personally and professionally, caring about their mental and physical well-being.
Our employees are people first and we all know they do their best work when they're treated as such.”
Besides seeing a change in performance and engagement, which is usually the last telltale sign that it’s too late to prevent burnout, I do several things.
I meet one-on-one with my reports on a weekly basis and run through a personal and professional check-in. I try to listen and understand what other circumstances they manage outside of work and provide whatever support I can. If I know they’re going through a harder time, I’ll give them room to breathe by assigning less.
I also use our internal tools to monitor how much PTO each employee has taken and how much time they’ve spent in the churn and burn of work to determine whether they’re overdue for time off. When I know an employee is putting in extra time, I ask them to take time off the following week to compensate.
If you identify a burned-out employee, how do you begin addressing the issue?
The first thing I do is understand what stressors are weighing down the employee. Once I understand the different factors, I can try to find various solutions to give that employee space to breathe and feel safe.
Sometimes that’s giving them more time, sometimes it’s reducing workload, sometimes it's extra recognition and sometimes it’s as simple as making sure they’re being heard. If it's a systemic issue at work that’s causing burnout, I'll try to work with them to come up with solutions.
If an employee is having personal issues that are contributing to burnout, I try to be an empathetic listener to ensure they know they’re heard and supported. Then I try to make sure we’re able to accommodate their schedule as they work through their personal hardships.
Lastly, I continue frequent check-ins to see if things are getting better or worse, since a one-time conversation rarely leads to resolution.
What resources and benefits does your company offer to employees dealing with burnout?
We offer flexible PTO, employee recharge days, physical well-being benefits and financial tools.
