3 Business Strategies to Protect High Performance Burn Out
- by Career Moves HR
- 13 Sep 2018
As the UK encourages employee wellbeing as a central point of investment, we need to address how corporate burnout can strike those providing the best results for a business.
In our fast-paced modern workforce, organisations are at the forefront to alleviate burnout and improve their overall company productivity through altering small workplace practices that can provide the individual with the freedom necessary to deliver.
Lines between home-life and work-life increasingly become blurred as employees have all hour’s access to emails and technology demands more from workers. These habits are partially to blame as workers do need to take responsibility for their ability to turn off. Yet when organisations identify additional root causes to burnout, employees can experience sustainable success, without the professional hangover.
Through strategically alleviating workplace stresses, organisations reduce turnover, sick days, and ultimately boost productivity. Three simple shifts in common business practices can allow high performers to deliver their 400% more productivity than average performers and add to the company’s value:
Offer some autonomy to high performers
A clear difference between high performers and their peers is the consistent allocation to the hardest projects as management are looking for the best people on their most important projects.
Yet consistently relying on the same group of individuals can over-pressurise individuals and diminish collaboration within the organisation through also stunting growth opportunities for others. An oversight to project offerings can identify the need to occasionally offer high performers the opportunity to choose their own projects to reconnect them with their initial motivation and work ethic that delivers business results.
In some scenarios, high performers can feel as if they are carrying the team, to acknowledge work on exceptionally busy projects managers can create a rewarding environment to reinvigorate job excitement and curb burnout.
Balance experience levels throughout the company
As exemplary employees, high performers are expected to support and mentor others. The addition of this workload can sap morale, limit their own development, and result in an uphill struggle to reach their performance targets. Simply rearranging desk structures to place high-performing pairs closer to one another can strengthen team structures through providing multiple mentoring opportunities, rather than a singular point of contact for business support.
In a similar dynamic where people turn to the high performers for advice on work areas, high-performers can turn to one another to provide support to the wider team.
Keep track of additional time demands
Culture within most organisations provides additional demands on high performer’s time as a mentor, resource, and brand ambassador for the company. Over time, small asks can often amount to the high performer managing a lot of one-off requests that distracts from their own primary goals.
Awareness and identification of requests from the top down can identify areas where the requestee can grow their own skills, whilst scaling back the demands of the high performers, resulting in productivity across areas through offering development opportunities.
A five-year study in the UK found that the mental health of 20% of the top-performing leaders of UK businesses is affected by corporate burnout. Whilst assigning blame to those who take on additional workloads whilst there already at capacity is easy, acknowledging this behavioural pattern can position companies and leaders to avoid common practices that increase the possibility of burn out.
Companies easily fall into routines that increase the chance of burn out from high performers at the top levels. Yet altering a few common practices can alleviate overall workplace pressures from singular individuals, through providing an environment that encourages team work across levels, rewards high performers for their efforts, as well as allowing their peers development opportunities.
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