Take action, build an anti-burnout team

Learn how leaders can transform working conditions to prevent burnout and create a sustainable, healthy environment

Before you begin...

The recommendations below are a summary of best practices. I understand, and I hear every day, that, as a manager, HR or CEO, you yourself are under pressure on a daily basis and looking for the information or means necessary to implement these good practices. This is normal.

You want to implement a change and don't know how to do it or where to start...

Or you know what to do in theory, but the implementation is more difficult.

That's normal too

This is why I propose these hindsight questions to determine your issue.

Secondly, feel free to call me to think about a solution together.

Pre-analysis of your situation:

1. What is your challenge? Why is this a problem for you? (Impact on you and impact on your team or company).
2. What would be your request for change?
3. Why should I make this request now?
4. Where in your organization do you want to intervene?
5. How will you know when the problem is resolved? What is the result to be achieved?
6. What had you already done to solve this problem? What worked and what didn't?
7. Are there any exceptions? (i.e. cases where the problem does not arise)
8. In your opinion, should the problem be dealt with directly or is there something else to be done first?

Let's discuss it, it allows us to find together a first answer adapted to your situation.

Here is a summary of best practices. As they say "it's easy in theory", the implementation is more delicate but can be done gradually.

Change your teams' culture!

Here is a summary of good practices - Generic solutions to be adapted from case to case.

Promoting a systems-first approach

Burnout prevention cannot be the sole responsibility of the individual. It is the organization, its methods and its management that must be questioned. Primary prevention, focused on improving working conditions, is effective and sustainable in the long term.

An action on the company's culture and its impact on its market and environment can be done as a secondary action.

The systemic responsibility of CEOs and HRDs

Burnout prevention cannot be the sole responsibility of the individual: it is primarily the responsibility of the organisation. As a CEO or HR director, your responsibility is paramount and systemic. Burnout is not a personal weakness but the result of a constantly changing work environment. This is why primary prevention – acting upstream on working conditions – is the most effective, much more so than simple well-being initiatives if the structural problems remain unresolved.

To be effective, burnout prevention must therefore be part of the managerial and organizational culture, supported by the highest levels of decision-making.

Priorities to be implemented

Managers must recognise the real cost of burnout for the company (absenteeism, turnover, loss of commitment) and act on several levers:

• Fight against toxic behaviors and promote leadership, by integrating emotional and systemic intelligence criteria into performance evaluation.
• Rearrange work and organisational conditions: identify overload, clarify roles, set realistic goals, ensure organisational justice and provide possible means.
• Take into account work/life balance through flexibility and support schemes.
• Invest in a central pillar which is the training and alignment of managers, especially N+1s. Their professional support (help with tasks) and emotional support (listening, attention to well-being) is decisive in preventing burnout. This involves developing participatory practices, encouraging the collective, creating spaces for discussion and supporting organizational changes in a thoughtful way.

The central role of local management

You are well placed to know that the local manager (N+1) plays a fundamental role in the prevention of burnout. It's easier when you're supported and aligned with your line of command.

Through your actions, you have a direct impact on working conditions.

• Provide constant support and sincere recognition: this includes professional support (helping with tasks) and emotional support (listening, accompanying). Valuing skills and contributions avoids feelings of denial or injustice.
• Manage charging and promote range
• A determining factor is the workload.
• Measure the workload  (quantitative and qualitative), clarify missions and objectives.
• Promote autonomy by giving decision-making latitude. Lack of autonomy and unrealistic goals are major risks of burnout.
• Clarifying and strengthening the collective
• Fair and transparent management prevents a lot of tensions.
• Ensure clarity of roles and fairness: no ambiguity, no favouritism.
• Create a climate of cooperation: strengthen the work group, organize spaces for exchange where difficulties can be shared, especially in emotionally heavy situations.
• Supporting work/life balance
• Work-family conflict is a recognized factor in fatigue.
• Offer flexibility (schedules, organization, accommodations).
• Recognize personal life as an essential part of the overall employee balance.

Burnout prevention checklist for managers

It's up to you, as a manager, to see what is already present in your team and what could be strengthened:

Action / Best Practice: Yes - No - Partially

• I provide professional support (help with tasks).
• I provide emotional support (listening, accompaniment, attention).
• I value the skills and contributions of my employees.
• The objectives set are realistic and achievable.
• The workload (quantitative and qualitative) is reasonable.
• I give real autonomy and decision-making latitude.
• The roles and missions are clearly defined.
• The decisions I make are seen as fair and transparent.
• I encourage the collective and organize spaces for discussion.
• Employees can share their difficulties without fear.
• I offer flexibility solutions (schedules, organization).
• I take personal life into account in the organization of work.

What if you yourself are affected by exhaustion?

Of course, it is not possible to put all this in place if you are experiencing burnout and loss of meaning.

Organizations have a major role to play. But if you yourself are exhausted, a path of transformation is possible.

Explore the key steps to get out of it and see how to support your loved ones on this path.