Fired Up… or Burning Out?

By now many will have picked up on the news the World Health Organisation (WHO) this week added workplace Burn-out to its International Classification of Diseases (ICD)

WHO has been publishing the ICD for just over 80 years.  It’s a significant publication guiding nations in their planning for tackling health care and disease.

The ICD states “Burn-out is a syndrome…resulting from chronic workplace stress which has not been successfully managed.”  It goes on to identify 3 dimensions including the sense of “…reduced professional efficacy.”

Efficacy is synonymous with potency, smartness, being proactive and firing on all cylinders. What a tragedy when people lose that capacity to make their mark at work.

From my experience of engaging with workplace leaders, I’m touched by the strong desire many have for their employees to function well; to be happy and content people.

I’m sure many leaders would be distressed whenever they learn those entrusted to their stewardship, are not coping. No doubt the WHO announcement has grabbed the attention of ethical leaders in workplaces across the globe.

In relation to this issue of Burn-out, it’s crucial leaders don’t become sidetracked by the allure of believing morale is best addressed by providing attractive inducements such as extended lunches, regular morning teas, fitness facilities, therapy dogs, team building activities, casual clothes days etc, without, squarely addressing the nature and rhythms of every day work.

All of us intuitively know our enjoyment and sense of fulfilment at work is mostly driven by the daily emotional experiences we encounter.

Each day we have hundreds of exchanges with fellow employees, our bosses, clients and those we serve.  These add up to influence the overall sense of purpose, satisfaction, enjoyment and stimulation associated with our workplace.

These micro engagements accumulate to determine whether we are positively fired up about our world of work, or, treading the path towards Burn-out.

In an upcoming series of posts I will outline a range of concrete, practical strategies designed to intentionally add substance to the quality of our daily experiences at work. Leaders owe it to those who look to them for direction, to strategically build morale – not randomly try an assortment of activities or initiatives.

Finally, don’t get me wrong about the place of morning teas, therapy dogs and the like .  Such initiatives are generally greatly appreciated by employees. They are good. I’d suggest they are the icing on the cake which gives the cake that extra zing.  I love icing…providing it’s spread over a nicely baked cake and not sitting alone on a plate. Sitting alone, it doesn’t really satisfy.