The word “burnout” has become one of the most common ways to describe today’s workers, especially within healthcare. I recently attended the American Society of Ophthalmic Administrators (ASOA) annual meeting, and this was a hot topic, with administrators seeking strategies to navigate this escalating challenge. While there is not a “one size fits all” approach, there are opportunities to recognize and address burnout in yourself and others.

UNDERSTANDING AND ASSESSING BURNOUT

The Merriam-Webster online dictionary defines burnout as, “exhaustion of physical or emotional strength or motivation usually as a result of prolonged stress or frustration.” That sums up exactly what I heard from many administrators across the country during ASOA. I had the opportunity to facilitate a roundtable session on burnout, and it was clear that the struggle is real, not only for staff but leaders, as well. The issues brought forward ranged from being short-staffed, to not feeling motivated, to lack of support from business leaders and key decision makers. There was an overwhelming sense of helplessness and frustration from leaders who have a deep, genuine concern for their teams. 

So, how do you assess burnout in an organization? The symptoms usually don’t require a formal “assessment” but more so a conscious awareness of signs that suggest burnout, including: 

  • Exhaustion: Physical symptoms that suggest your body and brain may be completely drained. 

  • Disengagement: Feeling “checked out” or unable to find meaning or purpose in your role. 

  • Attitude issues: These can show up as resentment toward the organization, your role, and/or the expectations placed upon you. 

  • Staff turnover: This can be a cardinal sign that there is a problem. Working short-staffed and asking team members to stretch their bandwidth can lead to a constant downward stress that is not sustainable.  

While there are many more indicators, the bottom line is that burnout is a powerful warning sign that the organization needs to take a step back and understand what can be done differently or better, without blame or judgment toward the most valuable asset within the business—your people.  

Addressing Burnout 

If only there was a simple and quick answer, but there’s not. However, a few strategies can be incorporated to help alleviate the symptoms of burnout and bring relief: 

  • Get curious. Ask questions such as, “What do you need right now that would be helpful?” or “How can I best support you?” or “What’s going on? You don’t seem yourself.” Understanding what is needed helps align the right strategy for each person. 

  • Take care of yourself. Leaders often take on the weight of the world and forget to focus on themselves. There is a reason the airlines tell you to put your mask on first before helping others. You have to be at your best in order to support those around you. 

  • Prioritize tasks. Not everything can or should be an emergency. Prioritizing those high urgent/high important tasks allows you to feel in control, improving your outlook and enhancing confidence that you are focused on the right things. 

  • Set boundaries. Boundary-setting is a must. Otherwise, you find yourself needing more than 24 hours in a day. It’s perfectly fine to let your team/bosses know that you won’t answer emails/phone calls between certain hours unless it’s a true emergency. If you’re saying yes to work after hours, then you’re likely saying no to something personal. Disconnect from work at the proper time to focus on individual priorities. 

  • Find your purpose. It’s all too easy to lose our way and forget why we do what we do. Being clear on the purpose of any role is essential and allows us to find a meaningful connection, which can inspire us and bring higher levels of satisfaction. If you, or an employee, experience disengagement, establishing purpose can restore that connection. 

  • Invest in the right resources. Staffing shortages are a real challenge. It’s imperative that you have the right resources to recruit, hire, onboard, and train to retain an employee. It’s not sustainable to continuously ask staff to train new members while balancing their own job responsibilities. There are many outside resources that can assist with finding talent and training talent, which can promote retention and satisfaction and decrease the burden on you and your team.  

  • Celebrate. Expressions of gratitude and celebrations go a long way in helping people feel valued. Celebrate even if there isn’t a birthday or special occasion. Find a reason to celebrate the hard work of the team or recognize a person for representing a core value of the organization.   

  • Be kind. Always. Robin Williams famously said that “Everyone is fighting a battle you know nothing about. Be kind. Always.” Avoid making judgments, seek to understand, and spread kindness. 

Addressing burnout and the associated symptoms requires you to be consciously aware of how you, and those around you, are showing up. Check-in with yourself, your coworkers, and your loved ones. We’re all in this together, and we all need support to navigate the challenges of burnout.  

CAN YOU IDENTIFY THE PURPOSE OF YOUR ROLE? HOW CAN YOU MAXIMIZE YOUR CONTRIBUTIONS WHILE BALANCING BOUNDARIES?