What do you do if burnout is affecting your team's productivity and performance?

Sources of stress are not always the most obvious. I worked with a colleague who was working long hours, exhausted physically and mentally. We talked about it, he said he had his supervisor had found a solution, he would be doing more of x and y. I was surprised... he was already overworked and they had decided to add more work. He explained that the work he was doing was draining him, he was not interested in it, he struggled to do it well and was missing previous work that really inspired him. While the job could not change, he could adjust his focus and even though it meant more hours, he had increased energy and drive and commitment for the work. So dont jump to conclusion, reflect and discuss in identifying the sources of stress.

The problem could be the managerial style that is causing this problem and not that of the supervisees like in most cases. I believe this is the critical factor in the process.

To tackle team burnout: 1. Encourage open communication on workload. 2. Distribute tasks fairly based on strengths. 3. Promote work-life balance and breaks. 4. Provide stress management resources. 5. Acknowledge achievements for morale. 6. Educate on burnout signs and coping. 7. Monitor progress and adjust strategies. Implementing these measures combats burnout, boosts morale, and enhances team productivity and performance.

More often than not, burnouts are the result of the widening gap between expectation v/s reality. There have been scenarios where team skills, availability of key personnel, training, etc. are severely underestimated during the project planning stages. These play out in due course of execution and cause undue stress, anxiety and eventually, burnouts.

Revisiting plans and taking appropriate corrective and preventive action will most certainly help reduce and even eliminate team burnouts. Team augmentation to alleviate the work burden and also revisiting the work allocations can go a long way in boosting the confidence of the team.

I worked with a team in a complex environment of conflict. The workplace was where colleagues came to learn, to connect and grow. We had fun together. We developed activities to suit the different needs and interests of colleagues to connect, to support each other. At no cost. We had a local caterer do a deal and cook lunch in the office, a bulk order so reduced cost - staff paid for their meals. We allocated space under a tree and a terrace - staff could sit together and share a meal. We had Friday sports day, football, or volleyball or just silly games. For others we went out for a drink together. In the mornings we met "around the flag pole" to see each others faces, share news and just simply connect as humans.

Teams are, after all, comprised of human beings who need emotional support during the course of navigating through the work maze. The human aspect of project management is more often ignored in the race to achieve better and faster results and continuous improvement. While improvement is welcome, it should not come at the cost of compromising the emotional and physical well-being of members of the team.

One thing I have learned is that repeated organisational climate surveys or staff wellbeing that dont lead to change can lead to more stress and frustration. As humans our moods and attitudes change on a regular basis. If teams are leading the change and empowered to act and measure that is effective. A social committee organising fun events can track participation and ask for feedback after the events. Human Resource department can organise brown-bag lunches to discuss topics and receive feedback. keep it simple and keep it human - I have seen stressful and toxic work environments with fancy staff surveys saying "all is good" - indicators such as participation in events, staff retention and engagement tell a big part of the story.

As a leader and manger of change, your attitude, engagement and behavior is critical. Teams will notice your stress, they will follow your action. I have seen managers promote "take a break at lunch and step away from the desk" and the manager is the one found sitting at their desk. Be humble and vulnerable and engage and embrace your own suggestions - you need them to. It also helps others to see you using the tools, walking the talk.

A culture of resilience can be built by involving members of the team in evaluating the causes of stress and looking at finding ways of alleviating it, together. Taking your team along with you through the journey is vital to building this resilience that can stand the test of time. Teams that feel empowered can create a bigger impact than those that are constantly pushed and prodded through external involvement.

Self-motivated teams always show up when it matters. Needless to say, signs of stress and burnout can be visibly noticed when members of the team display a lack of interest or a lax attitude towards tasks. There may be other tell-tale signs in terms of an increase in the number of defects in work output, absenteeism, disregard for deadlines, etc. These subtle signs need to be nipped in the bud to ensure that projects stay on track, meet targets and possibly exceed execution expectations. Open, honest and frank dialogues can be initiated with a clear expectation and a genuine effort to ensure that employees feel valued and eventually contribute to achieving project outcomes.

Recognize signs of burnout like decreased motivation and exhaustion. Foster open communication for team members to share concerns. Identify root causes such as excessive workloads and unclear expectations. Adjust workloads and deadlines if possible. Promote work-life balance and discourage excessive overtime. Provide support resources like counseling and stress management workshops. Cultivate a positive work environment and celebrate achievements. Encourage self-care and prioritize well-being. Foster collaboration and teamwork. Monitor progress and adjust interventions as needed to improve productivity and morale.