“The strongest hearts have the most scars.”
—Unknown
The burnout process has been divided into 12 phases by psychologists Herbert Freudenberger and Gail North. In a Scientific American Mind article, the stages are outlined as such:
1. The Compulsion to Prove Oneself; demonstrating worth obsessively; tends to hit the best employees, those with enthusiasm who accept responsibility readily.
2. Working Harder; an inability to switch off.
3. Neglecting Their Needs; erratic sleeping, eating disrupted, lack of social interaction.
4. Displacement of Conflicts; problems are dismissed; we may feel threatened, panicky and jittery.
5. Revision of Values; values are skewed, friends and family dismissed, hobbies seen as irrelevant, work is only focus.
6. Denial of Emerging Problems; intolerance, perceiving collaborators as stupid, lazy, demanding, or undisciplined, social contacts harder; cynicism, aggression; problems are viewed as caused by time pressure and work, not because of life changes.
7. Withdrawal; social life small or non-existent, need to feel relief from stress, alcohol/drugs.
8. Odd Behavioral Changes; changes in behavior obvious, friends and family concerned.
9. Depersonalization; seeing neither self nor others as valuable and no longer perceive own needs.
10. Inner Emptiness; feeling empty inside and to overcome this, look for activity such as overeating, sex, alcohol, or drugs; activities are often exaggerated.
11. Depression; feeling lost and unsure, exhausted, the future feels bleak and dark.
12. Burnout Syndrome; can include total mental and physical collapse; time for full medical attention.
According to Ben Wigert is Director of Research and Strategy, Workplace Management, at Gallup. A survey of 7,500 full-time employees by Gallup found the top five reasons for burnout are:
1. Unfair treatment at work
2. Unmanageable workload
3. Unclear communication from managers
4. Lack of manager support
5. Unreasonable time pressure
All five of these factors are significantly influenced by manager behavior. Managers have a responsibility to protect against unfair treatment, communicate clearly and provide support. In addition, managers should be the advocate and ally of their team members when it comes to prioritization, workload management and setting reasonable expectations. Unfortunately, ineffective managers become the cause of burnout, rather than its cure. They treat employees unfairly, burden employees with impossible expectations and provide little support to help employees achieve them.
It’s not always the manager's fault. Many organizations don't give managers the necessary training and support to be great at their jobs. And this can cause burnout for the managers themselves, creating their own sense of unreasonable expectations and a perceived lack of support.
Additional Reading
The Myth of Employee Burnout, What It Is. Why It Happens. What to Do about It. by Matt Heller
Extinguish Burnout: A Practical Guide to Prevention and Recovery by Terri Bogue, Rob Bogue
Point of Reflection
18 “You’re going to wear yourself out—and the people, too. This job is too heavy a burden for you to handle all by yourself. 19 Now listen to me, and let me give you a word of advice, and may God be with you. You should continue to be the people’s representative before God, bringing their disputes to him. 20 Teach them God’s decrees, and give them his instructions. Show them how to conduct their lives. 21 But select from all the people some capable, honest men who fear God and hate bribes. Appoint them as leaders over groups of one thousand, one hundred, fifty, and ten. 22 They should always be available to solve the people’s common disputes, but have them bring the major cases to you. Let the leaders decide the smaller matters themselves. They will help you carry the load, making the task easier for you. 23 If you follow this advice, and if God commands you to do so, then you will be able to endure the pressures, and all these people will go home in peace.”
Exodus 18:18-23 (NLT)