In the workplace and in life, stress is inevitable, but it doesn’t have to be pervasive. Businesses can and should take a more proactive approach to burnout prevention.
Burnout is a serious challenge for IT firms tasked with addressing incessant demands for digital transformation. There are three underlying reasons for potential burnout: a narrowing window of opportunity for transformation; post-COVID paradigm shifts in business models across all industries; and the fact that businesses are still in a recessionary environment due to drops in consumption and stress in global supply chains, requiring IT organizations to “do more with less.”
It’s a supply and demand issue that can have a big impact on people’s lives. As more people work remotely, the psychological and physical borders between work and non-work lives are eroding, leaving them weary. When employees are burned out, they feel helpless and overwhelmed. It is an existential threat to the organization’s effectiveness and should be treated as such.
4 tips for preventing team burnout
IT leaders face a difficult but vital role in balancing the requirement for speed with the risk of change weariness among their people. To minimize burnout on their teams, CIOs should take the following actions:
Identify the challenges
Burnout is characterized by a sense of helplessness in the face of current stresses. Showing that businesses are aware of the problem is a pressure reliever in and of itself. Even if they don’t have all the answers, businesses should not avoid dealing with the problem.
Establish and enforce workplace boundaries
The pandemic forced the majority of the labor force into remote work, and the labor force’s tenacity and adaptability were a monument to their dedication and professionalism. However, because life changed so quickly, there was no time to put in place the required regulations to limit the number of working hours and amount of production that employees, particularly in the IT industry, were committing to their employment.
More structures must now be put in place to ensure the well-being of IT workers. Managers should establish extremely clear work hours and expectations for their employees. They should then ensure that those employees adhere to their job commitments and do not overwork themselves, despite the temptation to work longer hours remotely because their work is right in front of them.
Make clear decisions
Businesses should use quantitative and qualitative data to determine what the organization’s most pressing concerns are. And, to the degree that firms are able, share a plan for resolving any core concerns they have discovered, as well as a timeline for doing so. If an employee is concerned about the number of hours worked, for example, make sure to express a future recruiting plan that the company has prepared to address this.
Communicate frequently and stick to commitments
IT executives should be more hands-on with their teams, addressing challenges through open communication and swift decision-making. When a company commits to addressing a problem that contributes to burnout, it should provide regular updates on progress and include timing in its statements.