The Burnout

The Burnout

But burnout is not caused solely by stressful work or too many responsibilities. Other factors contribute to burnout, including your lifestyle and personality traits. In fact, what you do in your downtime and how you look at the world can play just as big of a role in causing overwhelming stress as work or home demands.

Be more sociable with your coworkers. Developing friendships with people you work with can help buffer you from job burnout. When you take a break, for example, instead of directing your attention to your smartphone, try engaging your colleagues. Or schedule social events together after work.

Make friends at work. Having strong ties in the workplace can help reduce monotony and counter the effects of burnout. Having friends to chat and joke with during the day can help relieve stress from an unfulfilling or demanding job, improve your job performance, or simply get you through a rough day.

Take time off. If burnout seems inevitable, try to take a complete break from work. Go on vacation, use up your sick days, ask for a temporary leave-of-absence, anything to remove yourself from the situation. Use the time away to recharge your batteries and pursue other methods of recovery.

Nourish your creative side. Creativity is a powerful antidote to burnout. Try something new, start a fun project, or resume a favorite hobby. Choose activities that have nothing to do with work or whatever is causing your stress.

\"Burnout\" isn't a medical diagnosis. Some experts think that other conditions, such as depression, are behind burnout. Researchers point out that individual factors, such as personality traits and family life, influence who experiences job burnout.

If you answered yes to any of these questions, you might be experiencing job burnout. Consider talking to a doctor or a mental health provider because these symptoms can also be related to health conditions, such as depression.

The experience of burnout has been the focus of much research during the past few decades. Measures have been developed, as have various theoretical models, and research studies from many countries have contributed to a better understanding of the causes and consequences of this occupationally-specific dysphoria. The majority of this work has focused on human service occupations, and particularly health care. Research on the burnout experience for psychiatrists mirrors much of the broader literature, in terms of both sources and outcomes of burnout. But it has also identified some of the unique stressors that mental health professionals face when they are dealing with especially difficult or violent clients. Current issues of particular relevance for psychiatry include the links between burnout and mental illness, the attempts to redefine burnout as simply exhaustion, and the relative dearth of evaluative research on potential interventions to treat and/or prevent burnout. Given that the treatment goal for burnout is usually to enable people to return to their job, and to be successful in their work, psychiatry could make an important contribution by identifying the treatment strategies that would be most effective in achieving that goal.

People patching together a retail job with unpredictable scheduling while driving Uber and arranging child care have burnout. Startup workers with fancy catered lunches, free laundry service, and 70-minute commutes have burnout. Academics teaching four adjunct classes and surviving on food stamps while trying to publish research in one last attempt at snagging a tenure-track job have burnout. Freelance graphic artists operating on their own schedule without health care or paid time off have burnout.

Two pioneering researchers identify key causes of workplace burnout and reveal what managers can do to promote increased productivity and health. Burnout is among the most significant on-the-job hazards facing workers today. It is also among the most misunderstood. In particular, we tend to characterize burnout as a personal issue-a problem employees should fix themselves by getting therapy, practicing relaxation techniques, or changing jobs. Christina Maslach and Michael P. Leiter show why this is not the case. Burnout also needs to be managed by the workplace. Citing a wealth of research data and drawing on illustrative anecdotes, The Burnout Challenge shows how organizations can change to promote sustainable productivity. Maslach and Leiter provide useful tools for identifying the signs of employee burnout, most often exhaustion, cynicism, and ineffectiveness. They also advise managers on assembling and interpreting worker self-evaluation surveys, which can reveal workplace problems and potential solutions. And when it comes to implementing change, Maslach and Leiter offer practical, evidence-driven guidance. The key, they argue, is to begin with less-taxing changes that employees nonetheless find meaningful, seeding the ground for more thorough reforms in the future. Ex