Burnout vs Wellbeing - you can have a choice
Prior to the pandemic, we were motivated by having visions and goals towards something. These days, we focus on problems and have an away-from motivation. This away-from motivation and focus on problems triggers our fight-or-flight response, leading to higher adrenaline and cortisol levels, causing stress and related diseases.
Nearly 8 in 10 adults (78%) say the corona virus pandemic is a significant source of stress in their life, according to a National Mental Health Crisis Poll in the U.S. A worldwide survey commissioned by California-based work management app Asana has found that Australians had one of the highest rates of burnout of any country - 77%, 6% higher than the global average. And many working remotely feel pressured to work more, be available for longer hours and feel they can’t unplug or disconnect. Does that sound like you?
And while some countries and organisations are looking at bringing people back to the office in a possible post-pandemic environment, that may create a different kind of stress.
If stress becomes chronic, it’s called burnout. The WHO defines defines burnout as a syndrome resulting from chronic workplace stress that is characterised by feelings of exhaustion or energy depletion, negative or cynical feelings related to a job, and reduced professional efficacy. And 75% of people who have taken part in a survey responded to having felt burned out at work.
Some of us may not want to recognise that fact and as Greg McKeown says there are two kinds of people today: “People who are burned out and people who know they are burned out.” He continues, “It’s an achievement to get into the second category. Research has shown that the more burned out you are, the less you are to be aware of it. The nature of burnout is that it clouds your judgement and clarity, including your self-awareness.”
His suggestion. “Assume you’re burned out, then look for the evidence. One litmus test is when any request pinches you.”
Rhiannon Staples, chief marketing officer at Hibob notes: “Burnout is a significant agenda item for many organisations right now. The toll that the last year has taken on top of the stress we were all feeling before the pandemic has added a significant amount of stress on employees, impacting them in a much greater way than what we’ve seen historically,” she says. “Fortunately, we’re seeing more companies putting well-being and mental health to the forefront on the executive agenda.”
You can’t assume others know how you feel, either. We are experts at putting up a brave face, thinking that if we work and achieve more, we will get over the hurdle. That is how we show up.
It doesn’t have to be that way. And the onus is on organisations as much as it is on individuals to step up. Personal and organisational well-being can go hand-in-hand. Corporations like SAP, Novartis, EnPro and Aetna have introduced mindfulness programs into their businesses with positive and measurable financial, personal and organisational well-being outcomes. There is substantial evidence that mindfulness impacts and improves mental and physical health, promotes better sleep, supports our ability to form meaningful and resourceful relationships and builds resilience - bringing benefits to both individuals and organisations.
You reach out to a personal trainer for physical fitness, to a dietitian for healthier nutrition, to a dentist for a tooth ache. In a similar way, coaches and mindfulness facilitators help navigate the challenges that life offers. We are trained to help people see situations and things differently.
Mindfulness is not the panacea for all our challenges; it is not going to make the pandemic go away nor will it resolve climate change. But there is enough research, evidence and case studies to show that improves well-being.
Mindfulness can give us the power of choice and response.
“Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.” (Viktor Frankl)