01608 644144
How to Identify Burn-Out In Employees
It is becoming more common that, when attending a management training course managers comment that one or more of their team maybe suffering from burnout. They are unsure whether this really is the case and if so how it should be dealt with.
The search for success can be dangerous. One of your team members is becoming more and more obstinate, seems completely exhausted, and they used to be bursting with ambition, He gets no pleasure from success, his enthusiasm for his work is noticeably declining and nothing can brighten his mood. These could be the first signs of burn out.
Psychologists recognize this as the inner “burning out” of a person. The person loses all interest, becomes internally impecunious and desolate and tries agonisingly not to let these feelings show.
This often makes them seem harsh, bitter and curt. This is an incident which many sales managers have to contend with these days, but which they are often powerless to deal with.
Continual lethargy and lack of interest in work are considered to be the first signs of burn out. A person in danger of surrendering to burn out may also harbour thoughts of dropping out - “desert island syndrome”. The second stage of burn out presents itself as disparagement and often, obviously inattentive thoughts. The final stage peaks with acrimony, laziness and unreasonableness. During this final stage, people suffering from burn out often develop a dependency on alcohol or medicine.
Not every lack of achievement indicates burn out; there will always going to be ‘hangers-on’
Differentiating between ‘burn-out’ and ‘hangers-on’ is an important skill, which is taught on any good management course. The following indicators will help you to make a distinction between ‘hangers-on’ and those who may be starting to suffer from burn out: At what period of their career is your contender? Are there still plenty of career prospects left for them or are they at the top of the career ladder? Employees are more likely to be at risk of suffering burn out if their job no longer has many prospects. This is particularly relevant when the employee no longer appears to feel happy in their present situation.
A typical example is the successful salesperson who was promoted to Area Sales Manager by the age of 40, and Regional Sales Manager by the age of 48. He has always enjoyed sales work, but not managing people. He can no longer go back to sales, as that would be a step backwards. He cannot move sideways into another department because he does not have the relevant qualifications, and it is difficult to move to another company at his age. In short: he stays in his position, feels trapped and the situation feels hopeless.
Burn out generally affects people whose jobs are psychologically demanding. Consequently an investigation of the problem focuses on the public professions, such as educators, social workers, and teachers. There is also a possible risk in professions where it is necessary to interact with colleagues, customers and staff. So both sales people and sales managers are, in principle, at risk.
So called “objective setters” are principally at risk: These are people who are never satisfied with what they have achieved and are always striving towards new highs. Success is like a drug for them, every new target reached triggers the famous “kick” or “buzz”. As with any addiction, you need increasingly larger doses of success to get the “kick”.
The results are inescapable: they continuously increase targets until they reach their limit and fail. They characteristically search for “secret weapons” to enhance their performance: such as sales seminars that promise the sheer impossible. If you recognise that one of your employees is suffering acute burn out: specifically those affected require expert help from an experienced psychologist. You can however also help through effective management techniques. Their expectations must be managed. They need to be brought down to earth and to understand what is, and what is not possible or practical. Help them to set rational targets.
These people often will not take their holiday entitlement. Make sure they take sufficient breaks so that they have time to relax. Encourage them to enjoy their successes so that they appreciate their achievements more.
Effective management of motivated people is an important skill of any good manager. You can further develop you management skills by attending a good management course.
