As founder of James River Capital, Paul Saunders has been around enough professionals in finance to know what it looks like when they’re motivation and performance starts to slip. Having worked in investment and trading, Saunders has worked in different sectors in this industry and knows what to do about about an employee is burning out no matter their position.
Burnout occurs when workers are so stressed they experience physical exhaustion and emotional distress. It’s the result of feeling burdened over a long period of time. For many, this can manifest in a drop in work performance, malaise, and a change in attitude towards the job, coworkers, and even the office as a whole.
For Saunders, many jobs demand more than is reasonable, and it’s a trend that’s gaining momentum. And it’s contributing to the burnout of their employees.
Burnout is a typical response from employees who feel like they aren’t measuring up to others, that their skill set isn’t satisfying their responsibilities, or that their work is going unappreciated by their superiors. This can happen when people feel like they’re asked to do more than is reasonable, or that they never seem to get praise for doing things well.
How can managers address this?
Saunders sees every work day beginning with a good schedule. When time is mismanaged, employees can feel helpless, at the whims of an itinerary that rejects flexibility. Making scheduling and policies an inclusive affair can give all employees the opportunity to opine on how the office is run and keep them from feeling trapped. This can be done with a few minutes at the beginning of the day to help people apply their strengths to solving problems throughout the day. Learn more: https://gazetteday.com/2018/11/paul-saunders-james-river-capital-talks-burnout/
Burnout can also com about when employees feel that they’re not appreciated in the workplace. Whether it’s lacking compensation or being passed over for a promotion, an employee is likely to think they’re not wanted if management is lacking in communication skills.
Clear communication is key for running a office, according to Saunders. This means managers ought to explain their reasons for why they do what they do, and employees are more likely to have more realistic expectations.
Taking this approach with employees can also reduce their stress levels. Saunders suggests making workshops a regular event in the office and offer resources to help them disconnect from work when they’re not on the clock. This mean simple things, like arranging gym access to the office, giving everyone a chance to engage with something that can work out their stress, build confidence, and reinforce their motivation.
With flexibility, clear communication, and a show of appreciation, Saunders believes managers can prevent employees from burning out without compromising their performance in the process.