Why are so many managers feeling burnout?

48% of employees and 53% of managers [globally] are feeling burnout out at work. Why is this happening? And what can be done?

The numbers above are from research by Microsoft, which surveyed 20,000 people in 11 countries and analysed trillions of Microsoft 365 productivity signals, LinkedIn labour trends, and Glint People Science findings.

The hardships of the epidemic, combined with three hallmarks of burnout: exhaustion, cynicism, and a perceived lack of professional performance, are among the leading causes.

So, how can leadership teams and boards better support their managers and employees?

Microsoft’s recent research investigates how burnout may harm managers and proposes five tactics for dealing with it.

You can read the full report here.

A very effective way for business leaders to combat burnout in their teams is to create clarity and purpose for their people.

This may sound wishy-washy, but according to Microsoft, productivity rises if you align peoples’ work with your company’s mission and team goals.

What does this mean?

In straightforward terms, the leadership and the board must define what work matters and what work doesn’t matter.

People need clarity. Pointing out work that doesn’t matter is just as important as pointing people to the work that really matters.

“In a world where everything is important, nothing is,” says Microsoft.

“Overwork has diminished the returns of many businesses. If leaders don’t intervene, productivity is put in jeopardy.”

A person will experience burnout when they are constantly stressed out in the workplace, leading to exhaustion, cynicism, and a feeling of professional failure. 

The reasons these symptoms emerge fall into six baskets: 

1. Having an unsustainable workload, 
2. A perceived lack of control, 
3. Insufficient rewards for effort, 
4. A lack of a supportive community, 
5. A lack of fairness, 
6. Mismatched values and skills.

While managers have a role to play in alleviating burnout in their teams, their personal levels of burnout are just as important. The levers Microsoft found in its research that can help with burnout include the following:

Meaning

Managers should reflect on their roles and have open conversations with their leaders about what gives them energy and meaning at work and what detracts from it. 

Learning and career development

Managers should consider new projects that provide a burst of energy at work. Have open conversations about what’s needed to accomplish their goals, and be transparent about potential career paths at the company.

Flexible work

Supporting flexible work gives managers a sense of empowerment and reduces fatigue. 

Psychological safety and support

Don’t hide the fact that you may need help as a manager. It is difficult for managers. To gain your leader’s support, prepare your one-on-ones with them and share your prioritisation ideas. Providing recommendations and solutions offers an opportunity for active dialogue and healthy discussion.

Self-care

Managers should also be empowered to care for themselves first or “put on their own oxygen masks” before focusing on their teams. Organisations must continually listen to them, act on feedback, and measure their progress to ensure managers thrive. 

Boards and executive leadership teams should examine the three dimensions of burnout – exhaustion, cynicism, and professional efficacy – to understand the burnout landscape and determine how to improve it.