Beyond Burnout by Suzi McAlpine

Author:Suzi McAlpine [McAlpine, Suzi]
Language: eng
Format: epub
ISBN: 9780143775072
Publisher: Penguin Random House New Zealand
Published: 2013-04-08T00:00:00+00:00

WHAT INDIVIDUALS CAN DO TO DESTIGMATISE BURNOUT

Although more responsibility for destigmatising burnout lies with organisations and leaders, all employees can play a role in reducing the stigma around mental distress and burnout. Here are some ideas:

If you notice a colleague is struggling or stressed, reach out and ask them how they are — and then be present to listen. The New Zealand Mental Health Foundation website (www.mentalhealth.org.nz) is a great place to start if you’re worried about a colleague and are not sure how to assist. Mentemia is another great resource. It is an app that coaches wellbeing.

If it feels safe to do so, speak up about the importance of mental wellness in the workplace. Ask your direct manager, and whoever is responsible for HR in your organisation, what systems, processes and policies they have to ensure mental wellbeing and to tackle stress. Know that many of your work colleagues will be experiencing mental distress in the workplace — and will silently thank you for you doing this.

Use the abundance of research (including this book) to make your case. Often leaders will respond to external research or the impact on the bottom line of burnout. But don’t just come with problems. Offer up solutions for how your organisation might destigmatise burnout and other mental distress.

When considering the key decision-makers in your organisation, take into account how and by what they’re influenced. For some leaders, it might be people and culture, for others, it might be hard facts and figures. Use the WIIFM (‘what’s in it for me?’) approach when stating your ideas and making the case for destigmatising burnout in your organisation.

When there are employee engagement surveys or you’re asked for feedback on culture or ways your organisation can improve, use this chance to bring mental wellbeing to the fore. Many organisational surveys provide ways for this to be done anonymously, if you don’t feel comfortable doing so directly.

Share articles with your direct manager and team mates on mental health and burnout, especially if they pertain to your industry. Make a case for good mental health improving performance and the bottom line. Suggest ways that your team may be able to incorporate these ideas into the team’s operating rhythms. Remember, you don’t have to wait until you have the title of leader or manager to demonstrate leadership. You can take proactive approaches to destigmatising burnout in your team. Be the leader you aspire to be.

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