The WTF...err...WFH Issue
We can hear the faint yet persistent voice of years past requiring their employees come back to the office….or else.
This article was kindly contributed by Grant Gurewitz, a 10-year veteran of the tech industry and author of Sustain, a free weekly newsletter on how to work without burnout (subscribe here).
What’s become clear since the pandemic started is that burnout from work doesn’t just come from work. Life, social issues, and global conflict carry into our working hours no matter how much we’re told to leave it at the door.
However, some recent headlines about burnout don’t tell the complete story, like this one in The Atlantic:
Only your boss can prevent burnout
People refer to various forms of malaise as “burnout,” but it’s technically a work problem. And only your employer can solve it.
It’s true organisations and managers play a massive role in creating a workplace without burnout, however it’s not right to say individuals are helpless.
In reality, there are four distinct groups responsible for creating work that’s burnout free:
In the short term, a recent study found that one in four people who are planning to leave their job will do so because they were burned out. This problem -- economists are calling The Great resignation -- needs to be solved to retain top talent and make organisations successful not just for tomorrow but for many tomorrows. The good news for individuals is that now is a great time to advocate for personal well-being and strong boundaries around work since organisations want to retain employees.
In the long term, work is literally killing us. I don’t say that to be alarmist but a May 2021 report from the World Health Organisation found that working 55+ hours a week is associated with a 35% higher risk of stroke and 17% higher risk of heart disease, compared to working 35-40 hours a week. In 2016, 750,000 deaths occured due to long hours, a 29% increase since 2000.
I truly believe the issue of burnout can be solved. But it’s going to take a lot of work.
Work for many has fundamentally shifted so it can be accomplished anywhere there is WiFi. While there are positives to come from this development, there are certain downsides. Employees feel an implicit need to be constantly connected and end up working far more than is healthy.
Governmental action to address this change in work started back in 2001 with French legislation that made it illegal to require employees to bring work home and that not being reachable outside established working hours was not to be deemed misconduct. These ‘Right to disconnect laws’ have since cropped up in Germany, Italy, Slovakia, Philippines, and Ireland.
Right to disconnect laws should become standard if governments want to ensure the long-term health of the economy, save in healthcare, and see increased happiness and well-being of their people.
Yoga at work, a subscription to Headspace, a keg at the office, and even access to a therapist don’t do a thing if the culture runs people into the ground.
So, how can organisations intentionally create a culture where burnout is the exception, not the rule. A few starting ideas:
Managers are the most important face of the organisation to individuals. The direct manager is the most important factor job seekers consider before accepting a role and the most important person to help people feel a sense of belonging.
When it comes to burnout, it’s paramount that managers model good behavior.
The good news is that burnout is not a forgone conclusion of working. We have more control than we might realise.
But it takes a mindset shift. And it takes intentional actions.
So, what are some steps we can all take to write an individual story that involves less burnout:
You can’t hustle your way out of burnout. And you have to accept that some days will be better than others which is just fine.
We can hear the faint yet persistent voice of years past requiring their employees come back to the office….or else.
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