At 7pm, the Business Leader beamed with pride as he saw employees working on their workstations. “They are so committed”, he said to me.
3 months later, I am working with him on understanding reasons of high exits in his company!
Employee burn-out is rampant.
This is what you can do to reduce burnout for you and your team:
As a Team Manager:
- Predict right: Ensure you have the right number of people in your team: Under (and over) Staffing puts tremendous pressure on teams to ensure deliverables are met.
- Hire Right: Hire the right fits. Don’t compromise on quality for the sake of an early joiner or cost-effective resource.
- Commit Right: Commit delivery timelines to your stakeholders as per your team strength. Don’t factor extra weekday working/weekend slogging in your project plan.
- Monitor Right: Letting them figure out on their own & then creating panic in the end needs to be stopped. Make your plan together, talk about responsibilities. Monitor progress regularly. Solve for Obstacles.
- Acknowledge Right: Wrong or right, they have put in efforts towards a task. Be Mindful of their efforts and capability.
- Rest Them Right: You got 8 hours of their daily time- Give them rest/break post that. They will be more productive after a well-rested day.
As an employee:
- Time Yourself Well: Focus on all aspects of your well-being on a daily basis (Physical, Mental, Spiritual & Financial). Time them well. Don’t immerse yourself in just office work for more than 9 hours a day.
- Be Committed: You can’t take sutta & chai breaks every one hour. You can’t engage in office gossips every single day!
- Give your Best: Don’t sit with obstacles and problems- Make an attempt to solve them.
- Constantly Learn: Keep Learning. From Mistakes, From Successes, From Resources, From People.
- Learn to Say No: Don’t take more than you can chew. Know your limits. Make it clear to your stakeholders.
It doesn’t have to be crazy at work. Don’t hope to land a dream job, make your current one an ideal one and make attempts to reduce burnout.

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