The constant pace of change and a variety of new demands are contributing to widespread burnout among both employees and managers today. According to new research from a Harris Poll survey done on behalf of The Grossman Group , more than 75% of employees and 63% of managers report feeling burned out or ambivalent in their current position. And surprisingly managers are not recognizing just how overwhelmed their employees feel, with 89% saying their employees are thriving compared to the actual thriving figure of 24%. That is more than a 3-to-1 discrepancy. Today, I asked David Grossman of The Grossman group: Question: Why do you believe so many managers do not recognize burnout in their employees? Grossman : Managers may struggle to identify burnout due to various reasons such as lack of training, high workload themselves, or simply not knowing the signs and symptoms of burnout. Some signs and symptoms of employee burnout may include exhaustion, lack o
Yesterday, I published a post about the new book, Burnout Immunity , by Dr. Kandi Wiens . In the book, she explains that employees who work at organizations led by servant leaders tend to have higher job satisfaction, higher engagement, and higher psychological well-being. Those employees also tend to have lower levels of emotional exhaustion, cynicism, boredom, and intent to quit. Less burnout. As background, servant leadership places primary emphasis on the growth, freedom, health, autonomy, and overall well-being of those it serves, rather than on the leader. Wiens lists in her book these 12 practices for how to be a servant leader : Listen intently to others and try to identify the will of the group. Strive to understand and empathize with others. Display social and self-awareness. Rely on persuasion rather than authority to make decisions. Engage in broad, long-term strategic thinking. Actively seek to build community among members of your organization. Practice givin