How can you train leaders to manage stress and burnout?

I found for myself that I tend to be "online" whenever I'm awake. Not because anyone is asking me to, but because I'm excited about the work. And that can lead to stress creeping in. To combat that, I told myself that I will stop working at 8 every night and watch TV/play a game. (I should probably just read instead or something non-digital, but working up to that.) The other great advice I got is that Stress doesn't come from working hard, it comes from a real or perceived lack of control. One mechanism to use is to think about all of the constraints on you, causing you a lack of control. Then bucket them in Real vs Perceived constraints. You will find that many of the constraints are perceived. Remove those, and stress drops.

Managing stress and burnout in a senior leadership position is inescapable. Your peers might become frustratingly annoying to you, but at the end of the day you need to realize that taking breaks in your work is absolutely critical. Prioritize your work-life balance in an intelligent and healthy way but also seek guidance from people who you look up to. Whatever that seems to be bothering you, get a hold of it and practice as much composure as you can to keep yourself collected, because you know that you're a responsible adult with people to take care of at the end of the day.

I've found it helpful to block off windows in my calendar for specific tasks in the morning and later in the afternoon. This could be as simple as "Review action items", "Respond to emails", or "Follow up on project updates." Blocking off your calendar also prevents people from dropping meetings unannounced, which can sometimes derail you and become overwhelming (meeting fatigue is very real!) As someone who suffers from ADD, I admit it is sometimes more difficult to prioritize my tasks as every incoming request can feel like a fire drill, so I've found holding space on my calendar helps keep me on track and centered. Most importantly, block off time for lunch. Food is brain fuel!

Today’s work environment is fast-paced and demanding for leaders. However, there are trainings and strategies to help effectively manage stress levels. Here are some thoughts: 1. Leaders have very different levels of resilience, but also different levels of physical and mental strength that will determine, how much stress they can take. Not everybody is the same! 2. ‘Self-Care’ is essential. The leader her-/himself will know best how it goes, nobody else knows better. Also, leaders cannot rely on others (only) in that important matter. 3. ‘Keep it simple’ and change step by step! Leaders should have a few simple techniques and follow a phased approach. It is rather unrealistic that too many things can be changed at once.

One thing that I've found really effective is to 'Take breaks' It's important to schedule regular breaks throughout the day. Stepping away from work, even for a few minutes, can help refresh your mind and improve mental clarity. Use these breaks to engage in activities that help you relax, such as stretching, taking a short walk, or practicing deep breathing exercises. These small things can create huge impact in the longer run.

Create your work place rules, they will help you keep track and maintain boundaries tool for example * I will take X number of breaks per day * I will have X number of full lunch breaks per week * I will leave on time X number of days per week * If I find for more than a month that I can’t cope with my workload, I will address it with X * If I find that I can’t switch off from work or my sleep is interrupted due to work stress for more than a month I will X

Use your own oxygen mask before helping others. Before moving on to a team, ensure you are in the right space of energy & mental state. - On physical grounds, even a rookie will tell you that resting is the process of healing. This can start with acts like having dinner with family or having a casual conversation about current affairs with friends, Video game session or music. - Mentally and emotionally, it is purely about empathising and understanding the limitations of individuals. HAVE CONVERSATIONS & if you are a leader be open to Concerns and feedback. - Have a sense of humor about failures & Unless it's a consciously chosen 24/7 process or a production go-live, just turn off the work profile once you reach home and on weekends.

Stress & burnout are prevalent challenges in today's fast-paced, competitive work environments. As leaders, it's crucial to equip ourselves with the right strategies to navigate these issues, not only for our well-being but also to foster a healthier, and more productive work environment. So it is very crucial to cultivate an environment where well-being is not just encouraged but deeply ingrained in the organizational culture. Leaders should actively promote practices like regular exercise, prioritizing sufficient sleep, and maintaining balanced nutrition. By doing so, they not only set a positive example but also create a culture that reduces stress and nurtures overall well-being, both for yourself and your team.

A strong body is a resilient body. If you are not fit, you are leaving so much potential on the table. You are capable of more than you can imagine. Don't let your fitness and health be limiting factors in your professional goals and achievements!

To prevent burnout, and maximise performance (which are two different things) in ourselves and our teams we need to set minimum and ideal standards for our habits. I.e. what is the minimum amount of sleep, exercise, rest/recovery time, social interaction etc. I need to maintain a rwasonable level of performance and not burnout? We'll call that X. And, what is the ideal amount of sleep, exercise, rest/recovery time, social interaction etc. I should get in order to operate at my best? Call that Y. Then, our job as leaders becomes not breaching X and always striving for Y wherever possible.

Leaders should model boundaries and prioritization by "leaving loudly." When you leave early to attend a family event, announce it! Tell your team, "I'm taking the day off because I have family in town," or "I leaving early today to chaperone an event at the school," or "I have a special hobby conference next week, so am taking time off." When a leader leaves loudly, you set the tone in your organization that it is okay to prioritize other aspects of your life over your work. Your team will think, "Ah, this is okay!"

Being assertive about their boundaries is a vital skill to master. Human beings need daily rest and rejuvenation in order to dissipate stress and avoid burnout. This is why a certain class of people would end their day at the club - a game of tennis, a drink with friends and then home. Not recognising that as the antidote to work stressors is half the problem. Not assertively stating that they have a life post 6 PM is the other half. If we can teach people to draw that boundary and support them when they do, then we can have a workforce that is less stress and burnt out.

Setting boundaries is one thing, but respecting them is another. Here's how to get started. 1. Respect PTO. 2. This means no emails or "quick meetings" 3. Pause before sending that urgent email, seriously. Leaders, you can also: 1. Model healthy habits 2. Normalize picking up kids, Dr's visits, etc. 3. Don't make it weird if something comes up. 4. Don't hide stuff when it comes up. Be honest. And the biggest step for me is to: 1. Differentiate urgent vs important. 2. Clarity on what needs to happen now. 3. Versus what can be delegated or put off.

Implement this 5-step strategy for setting boundaries and prioritizing tasks: 1. Identify Priorities - Determine what must be done vs. what is less critical. - Focus on tasks with the highest impact. 2. Set Clear Boundaries - Communicate your working hours to your team. - Politely decline requests that don't align with priorities. 3. Delegate Effectively - Assign tasks based on individual team member strengths. - Ensure team members have what they need to succeed. 4. Balance Work and Life - Block out time in your calendar for personal activities. - Take regular breaks. 5. Encourage Team Well-being - Support team members in establishing their own boundaries. - Avoid contacting team members outside of their working hours.

Consider having a separate phone for work and have boundaries about when you check email and messages. It’s not healthy to sleep with your phone and check emails before you close your eyes and as soon as you get up. Spend time before bed reading a book or practicing mindfulness with your partner or in your journal.

Coaching is not just something leaders give to others, it's also something they must be able to receive. Leaders who are coachable are more likely to develop in their role and experience less stress while doing so. A coaching culture is one where every individual in the organization receives supportive, developmental coaching check-ins. Both performance and wellbeing should be discussed regularly in these check-ins. Senior leaders often work with an external coach, but can also manage stress by seeking support from trusted colleagues. It's important for leaders to be able to talk about what's going well and what's not going so well, with a view to increasing clarity on their goals, priorities, strengths and development areas.

Stress is not something anyone should handle alone and yet sadly it kills so many every year from the youngest of our children to older individuals. There are many free resources out there if people only know where to look and feel okay to express their hurt versus shame for feeling the way they do. Often times, the stress they are feeling isn't theirs to bear.

I have arranged 1-1 feedback sessions with my team every month . To understand how they feel about me, my actions and decisions. Because of this I get to know my areas of improvement and what I have been doing well

Leaders have the chance to inform themselves about the process of burnout. Not only for their own well-being, but also to help colleagues in case they recognise the symptoms, or the signs. When someone is in the process of burnout, asking for help might trigger a lot of shame, and feelings of being less than others. Addressing the subject in a compassionate way can help turn things around. Please avoid saying things like: "you're on the path of burnout, take a few weeks off". This is not compassionate communication and can backfire in such cases. Setting a clear example of healthy boundaries is another opportunity for leaders to have a positive influence, and to prevent their own and their colleagues' burnout process.

Seeking support while going through stress is essential for several reasons. First, it helps individuals feel less isolated and more understood, reducing feelings of loneliness and despair. Support from friends, family, or professionals can provide valuable perspective and coping strategies. It also strengthens emotional resilience, making it easier to manage stress and prevent it from escalating into burnout or more serious mental health issues. By sharing the burden of stress, individuals can gain new insights, advice, and encouragement, which are instrumental in promoting overall well-being and mental health.

Checking in on the 3 P's is helpful to put perspective on stressors at work: Is this stress permanent - never going to go away? Is this stress pervasive - reaching all areas of your life? Is this stress persistent - going to keep happening? If it is all three then likely to need to make a major change but in most cases it helps minimise the anxiety we associate with a stress by bringing it into perspective and allowing us a positive mindset to put steps in place to overcome this challenge.

>10 years of evidence indicates that changing our beliefs about stress can improve wellbeing and performance. However, it can be challenging to maintain this positive mindset. A new study explored how to sustain a more positive, adaptive mindset towards stress. The following three steps can be helpful: 1. ACKNOWLEDGE STRESS rather than denying it and learn that this approach positively impacted brain activity. 2. WELCOME STRESS instead of trying to avoid it, and view stress as an indicator that something of value to them is at stake. 3. USE THE ENERGY and focus associated with stress to meet the underlying demand causing the stress in the first place.

It sounds cliche but "an attitude of gratitude" is a powerful tool for stress management. You simply can't experience gratitude and negative emotions at the same time. Taking time each day to reflect on and express appreciation for all of the good things in life can significantly impact mental well-being. When individuals focus on what they are thankful for, it shifts their mindset from dwelling on stressors to recognizing the positive blessings around them. Gratitude acts as a counterbalance to stress by promoting a sense of perspective and hope. Practice noticing and acknowledging even small moments of joy, achievement, or support. This positive mindset contributes to a reduced perception of stress and increases emotional well being.

Leaders aren’t paid to panic, but to steer the ship in stormy seas. Embrace positivity as your compass. Remember, stress is like a tea bag, only in hot water do you realize how strong you can be. Cultivate resilience, not just as a buzzword, but as a lifestyle. After all, a diamond is just a piece of charcoal that handled stress exceptionally well. Meditation is our mind’s gym. Physical activity is the body’s stress-buster. Positive self-talk is our cheerleader, and social support is our safety net. Together, they’re the Fantastic Four of stress management. Remember, stress is a speed bump, not a roadblock!

Challenging negative thoughts and emotions is pivotal in cultivating a positive mindset. It’s about creating a space where individuals feel safe to express their concerns and work together towards reframing negative thought processes into constructive and solutions-oriented discussions.

One thing I have found helpful is to do Emotional Intelligence self-checks. I will review my last week's calendar and consider what I could have done better or whom I could have worked with to get better. I often put notes in my upcoming calendar to focus on specific EI areas. For instance, if I know the next meeting is something I am very versed in, I will add a note in the meeting I can make a bigger impact by listening and not driving the conversation to allow my teammates a voice and an opportunity to grow. Framing your role ahead of time helps with prep time and opens up opportunities to coach/mentor and allow others a chance to step up and lead. EI check-ins are a great way to tweak your impact personally and that of your team.

Growth mindset is about how we’re investing and creating both closed and open feedback loops. Create communities that foster and Inspire the desire for more. The more that is being spoken up here is self excellence. These are all active verbs. Meaning, these are actions. Always look to measure these against the feedback loops that you are creating. But also, note that these feedback loops can change. Sometimes, they should change. Be in the state of one who investigates all of the time. Meaning, optimize. Have a growth mindset. Turn your weaknesses into strengths. Work with others. Trust others. Trust yourself.

One thing I've found helpful is to go out weekly to either attend an industry event, meet up with an industry peer, or write articles sharing insights gained from another person. The world is filled with others and getting over yourself can reduce your stress/burnout greatly.

Train leaders to create a supportive and inclusive workplace culture where team members feel comfortable discussing their challenges. Encourage open communication, active listening, and providing resources for mental health support. Leaders should be approachable and willing to address concerns promptly.

Remember that burnout is a symptom of misalignment between your work and your human needs. Create a habit of checking-in with yourself to see if your needs are being met. What do you need more of or less of in your life right now? Life moves so fast that we often skip these check-ins until we are in pain. In my fast-paced corporate sales career, I would do a progressive body scan or insight mediation to increase my mental clarity and self-awareness to manage stress and the "always on" 24/7 work culture.

One of the most impactful bits of constructive criticism I received was that I never showed weakness or let people know that I was human. This comment shocked me because I thought I was supposed to always be positive and not let anyone see me have a bad day. But I was wrong. People need to see that their leaders aren't perfect. Revealing our challenges and weaknesses, and demonstrating how we overcome them, builds trust and connection with our team. It also sets a good example for emerging leaders. From that constructive criticism, I learned to let down my guard and talk more honestly about the good AND the bad with the people around me. There is no doubt that this change enhanced cohesiveness and trust and set a better tone for my team.

One perspective not covered is when to move on to new endeavors for your own personal wellness. Mid-career my cousin once told me, to "Not overstay my time at the job I was in." I didn't fully understand what he meant then but years later, it makes perfect sense, especially when the workplace is causing stressors and burnout that become physical symptoms or exacerbate physical symptoms. Trying to stay at a job and see a project through or wrap something up "nice and neatly" is not necessary, when the other settings may create safer environments for each person to thrive.

Leading by example is fundamental here. So if you want to grow and develop the leaders in your own teams, it has to start with you. One way people learn is by copying the behaviours of others and often look to leaders for the example. So if you want to instil a culture of resilience and stress awareness in your teams, then don’t be the leader who never quits, who works until midnight, who never leave the office first. Lead by example and show it’s ok to finish early, it’s ok to start late, it’s ok to submit something that’s not perfect. Your team will copy, will learn, will grow. And equally they will share a positive approach to personal resilience with others too.

What I have found useful is to connect with other peers and even your team to express and share what you are experiencing. Being comfortable to talk about such topics helps significantly and may offer exchange of experiences without making one vulnerable. Also, making time for some sacred rituals that gets your mind off of things. Find a hobby and ensure you integrate it in your routine.

Would suggest a framework for managing burnout by using the acronym FIR. FIR stands for: F - Foster a Supportive Environment: As a leader, it's crucial to cultivate a work culture that encourages open communication, teamwork, and mutual support. I - Implement Stress-Relief Strategies: Integrate stress-relief strategies into the work routine. Encourage mindfulness practices, regular breaks, and physical activities to reduce stress levels. R - Recognize and Reward Efforts: Acknowledge the hard work and dedication of your team members. Recognition and rewards not only boost morale but also demonstrate appreciation for the efforts put in by your team, fostering a positive and motivating work environment.