Corporate burnout is more common serious issue evident among the middle and senior level management professionals today. According to a recent study, 20 percent of middle and senior leaders in organisations, both large and small are affected by ‘corporate burnout.’
How do you prevent corporate burnout among the senior professionals? HR managers should address this alarming issue proactively since it is at a critical juncture to ensure employee satisfaction and higher engagement levels on job. To retain such valuable talent, HR managers should try implementing some cultural changes to revive back the senior management team’s enthusiasm and elevate motivation levels on job, though monetary and non-monetary programs.
Dr Howard G Awbery, founder and managing director of leadership and management development company Awbery, explains the physiological changes that employers and individuals must look out for, and provides a number of tried and tested recovery strategies for coping with burnout. To escalate the problem of corporate burnout and address all issues impacting leadership and effective senior management in a company, Awbery has come up with a new book titled, ‘Pixie Dust V – A Tale of Combatting Corporate Burnout: Protecting Your Talent.’
This well detailed book addressing the critical management issue of corporate burnout has been the outcome of two years of extensive research in this area, alongside Professor Max Blythe. The book includes exclusive interviews with forty leaders from all areas of the corporate sphere to discover how corporate burnout manifests itself in the real world.
“A significant number of high flyers burn out during the first ten years of their career, and I believe organisations need to take hold of this wasteful situation by analysing corporate cultures, better understanding the importance of employee health and wellbeing, eradicating the catalysts that create burnout, and supporting those unable to help themselves,” Dr Howard said.
Corporate burnout is a unique condition and mustn’t be confused with workplace stress, as Dr Howard explains: “We need to stop describing everyday stress as burnout. Burnout is a complete inability to function, to get out of bed, or undertake work in any capacity. It involves an addictive overwhelming exhaustion, resulting in disillusionment and a dysfunctional attitude towards work, colleagues and family. Describing everyday stress as burnout denigrates the seriousness of the condition and mitigates the culpability of the organisations, who have stood by and watched it happen.”
According to Howard’s research:
Organisations are therefore advised to take a step back and tackle the issue of corporate burnout before it reaches the inflection point.
How to Prevent Corporate Burnout?
Here are some tips for corporate organisations to deal with corporate burnout situations effectively:
Dr Howard added: “Organisations and their people would do well to embrace the mantra ‘work hard, recover hard, repeat’. Identifying a number of capable ‘recovery buddies’ within an organisation, would help provide invaluable support to leaders, who are in the wake of corporate burnout.”