Strategies for Overcoming Workplace Burnout and Building a Resilient Organizational Culture

Social psychologists say that our society is in the “messy middle.” We have overcome significant challenges like the pandemic, economic downturn and return-to-work transitions, but we are still working through others?—?such as generational differences and the hybrid workplace. The good news? This isn’t uncharted territory. At Social Impact Architects, we experienced something similar when we helped clients navigate the aftermath of natural disasters like Hurricanes Katrina and Harvey. Once we moved past the initial crisis phase, we found that the months following were sometimes even more challenging. This is the “messy middle,” a time when fatigue and ambiguity make it difficult to see the light at the end of the tunnel.

Today, we are back in that same place, and our team, along with many of our colleagues in the field, have spent 2024 working with clients on culture shifts and wanted to share some helpful strategies from our playbook. Interestingly enough, our research?—?and that of others?—?shows that employee satisfaction isn’t about what the headlines often say: increased wages, more flex time or better benefits. While these factors improve quality of life, the most powerful predictors of retention are job satisfaction, work-life balance and employee belonging.

Below, we’ll outline key barriers to breaking through the “messy middle” and provide proven solutions to ease the transition.

Barriers

Burnout?—?“It’s not the load that breaks you down, it’s the way you carry it.”?—?Lou Holtz

During the pandemic, working from home seemed like a luxury, but it blurred boundaries, leaving many employees feeling like they were “always at work.” Interestingly, the research shows that it is not the workplace that causes burnout. It is how the employee is working and what the employee is working on that matters. It’s the difference between viewing your work as work or viewing it as a calling?—?something you love to do and are uniquely suited for. And the results are clear?—?those who love their work are more loyal, more productive and more resilient. Furthermore, data from the Mayo Clinic show that employees do not need to love every aspect of their job to avoid burnout. If just 20% of their work consists of things and people they love, they are far less likely to experience burnout.

Busyness?—?“You are not required to set yourself on fire to keep other people warm.”?—?Unknown

As my loyal readers know, I have erased the word “busy” from my vocabulary. Its meaning has evolved from “I have a lot going on and I’m excited about it” to “I’m too busy for you.” We also have busyness competitions in the workplace and at home?—?with stacked days, a long list of errands and mountains of emails. But I always ask the question: are you moving the needle? Because of the pandemic, we now have so many tech tools (e.g., Slack, Zoom) that are intended to increase productivity, but they only work if we create human rules of engagement. When is an email needed? When should we have a phone call instead of going back and forth over email? Is the activity or event we did pre-pandemic still needed? How do we use Zoom effectively? How long do we build consensus in meetings before making a decision? These questions (and more) will help you move from a company that values busyness to one that values productivity.

Burden?—?“Stress is an ignorant state. It believes that everything is an emergency.”?—?Natalie Goldberg

In the social sector, we deal with serious issues. The pandemic brought a new set of challenges, and everything was urgent. One of the ways we deal with the “burden” is through a workplace support system. Without in-person connection, not only did our social skills atrophy, but we also lost some of our pre-established communication patterns (e.g., watercooler conversation) that?—?while episodic?—?relieve stress, build trust and increase productivity. We lost “our team” and as a result had to deal with our burden alone or in isolation. Workers who reported they felt part of a team were almost three times as likely to be engaged , but also twice as likely to report a strong sense of belonging.

Breakthroughs

Break?—?“The wise rest at least as hard as they work.”?—?Mokokoma Mokhonoana

Because of the pandemic, the social sector went into what I call our “superhero mode .” We reinvented our business models. We found new (and better) ways to serve the community. We didn’t stop, because the needs were urgent and our community needed us to rise to the occasion. Now that we are in the “messy middle,” we must collectively realize it is time to stop . We need a collective palate cleanse, which allows us to prepare for the next course.

Solutions: Encourage real breaks. Ensure employees do not check emails or take computers with them. Give a company-wide break during the winter holidays and over the week of Independence Day. Develop flexible hours that allow for a 4-day work week during the summer. Stock a snack room to encourage healthy breaks. Provide a quiet area to encourage meditation.

Belonging?—?“Love, belonging and connection are the universal sources of true well-being.”?—?Unknown

“Belonging” is now trending. You hear the term everywhere, but I think we are talking about it in the wrong way. Just like culture ?—?belonging can be measured, but it is not a constant. Belonging shifts over time, place and people. Belonging is defined as an individual’s connectedness and mattering at the organization where they study, work or are involved. It is as important for nonprofit employees as it is for nonprofit board members and volunteers .

Solutions: Cultivate belonging the way you would your garden. Onboard staff, board members and volunteers properly. Help create connections between and among staff through mentorship opportunities. Start meetings with short icebreakers (e.g., BINGO game, Two Truths & a Lie) to share interests and activities so folks can connect with like-minded individuals?—?outside of the work at hand. Double up on quick check-ins?—?for no reason except to connect with the individual. For example, ask, “What excites you about this position? What do you wish was different? What superpower do you bring to the work? How can I best help you succeed at work and at home?”.

Bonding?—?“Sometimes our light goes out, but is blown again into instant flame by an encounter with another human being.”?—?Albert Schweitzer

People often use “belonging” and “bonding” interchangeably?—?but we purposefully use them as twin strategies to build a strong culture. Belonging is focused on the individual and bonding is focused on the team . Bonding reinforces belonging. When you bond with a group or team , you gel with them and your interests typically align with theirs. In addition, when you have bonded with someone or a group, you naturally have positive resonance, meaning that you have a feeling of oneness and concern for one another. The quickest way for this to happen is to have connecting experiences. Cultivating a culture of connection?—?which then produces an upward spiral of positivity?—?is always important but is especially important when you are recovering from challenges.

Solutions: Create bonding experiences through an intentional process. Conduct board and staff retreats ?—?with a heavy focus on bonding and belonging. Organize an old-fashioned staff picnic or potluck. Reward individual as well as team-based successes.

We hope these ideas spark your thinking as we end the year. In culture, small things matter?—?pick one thing to do and it will make a difference. And, if you have found additional strategies for addressing burnout, we would love for you to share them with us.