Is burnout real? The answer is yes

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Yesterday, I was browsing my Twitter feed when I saw Dr. Richard A. Friedman's article "Is Burnout Real? New York Times.& nbsp; As an exhausted elder, I read Dr. Friedman's article with great disappointment.& nbsp; To be clear, burnout is real.& nbsp; And it is also a complicated and nuanced syndrome (or as it is called nowadays).& nbsp; I am interviewed on the subject at least once a month and I spend a lot of time educating people on what is burnout and what it is not.& nbsp; Burnout is not medicalizing everyday stress, as Dr. Friedman says, and part of the problem is that people often speak poorly when they talk about the subject. Here are some facts. & Nbsp;

Burnout is a problem in the workplace – a chronic process of burnout, cynicism and inefficiency caused by a disconnect or imbalance between the essential demands of work, the resources of the work and your ability to recover, at work and away from work.& nbsp; The most important part of this definition is the word "chronic".& nbsp; Burnout does not happen overnight: it's cooking for a while, for many people, over the years. & nbsp; More importantly, burnout is primarily a systemic problem caused by systemic problems within organizations, not just by individuals and their ability (or inability) to respond to stress..

In Christina Maslach and Michael Leiter's Workplace Zone Model, they explain the main work-related stressors in terms of person-job imbalances or asymmetries, and identify six key areas in which these imbalances occur: & nbsp;

1. Workload (you have enough time to do what's important in your job)
2. Control / Autonomy& nbsp; (You have an influence on the decisions that affect your work)
3. Reward& nbsp; (Your work is appreciated)
4. Community& nbsp; (You are a member of a favorable working group)
5. Justice& nbsp; (Opportunities are decided solely on merit)
6. Values& nbsp; (Your values ​​and those of the organization are similar)

Research reveals that the greater the mismatch between the person and each of these areas of employment, the greater the risk of burnout.& nbsp; This imbalance or inadequacy creates conditions conducive to burnout. & Nbsp;

This chronic stress often creates other problems.& nbsp; I think burnout is a "gateway process" because it opens the door to other things like depression, anxiety, panic attacks and other problems. physical, psychological, emotional and behavioral.& nbsp; As a result, doctors and mental health professionals can easily miss out on early warning signs of burnout because they tend to look like symptoms of other diseases, and doctors and medical professionals mental health may not be familiar with the essential role of culture and the work environment. & Nbsp;

Here are some of the warning signs of burnout:

Physical:& nbsp; frequent headaches, more frequent illnesses, exhaustion, stomach problems and digestion, restlessness, inability to sleep, heart palpitations, chest pain

Psychological:& nbsp; Increasing panic attacks, feelings of anger, frustration and irritability, feeling of helplessness, helplessness and pessimism, loss of pleasure for activities you once loved

behavioral:& nbsp; Decreased productivity, increased absenteeism, isolation – want to eat alone or simply be alone, become a bad team player, increase in alcohol / drug use

One of the most frustrating aspects of burnout is that leaders are often unaware of the difference between daily stress and burnout, or may even experience burnout themselves.& nbsp; & nbsp;Therefore, when employees reveal burnout to a supervisor, he can minimize this request for help by saying, "Just take a break on Friday" or "Go on vacation."& nbsp; & nbsp;Days off and holidays do not cure burnout. & nbsp; & nbsp;

I run my own growing business, I travel about a third of every month and I have a three year old at home.& nbsp; I know stress.& nbsp; I also know burnout after experiencing it at the end of my law practice.& nbsp; There is a clear difference.& nbsp; Daily stress means I can forget to take an item at the grocery store, send my daughter to school with two different colored shoes or buy take-away three nights in a row for dinner.& nbsp; Burnout meant that I suffered from panic attacks every week in the emergency room because of severe abdominal pain, and that I was disconnected from the people who gave me energy at work. and outside of work.& nbsp; These are two very different images.

Most people do not burn out at work, but the rate of burnout is increasing in all sectors.& nbsp; Articles like Dr. Friedman's really do serve many people who really suffer from a ruthless culture in the workplace, designed to exhaust talented professionals rather than motivate and motivate them. & Nbsp;

Paula Davis-Laack helps organizations prevent burnout and build resilient teams, leaders and cultures.& nbsp; His latest e-book on burnout, titled Addicted to Busy, will be released at the end of the month.

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Yesterday, I was browsing my Twitter feed when I saw Dr. Richard A. Friedman's article "Is Burnout Real? New York Times. As an exhausted elder, I read Dr. Friedman's article with great disappointment. To be clear, burnout is real. And it is also a complicated and nuanced syndrome (or as it is called nowadays). I am interviewed on the subject at least once a month and I spend a lot of time educating people on what is burnout and what it is not. Burnout does not medicate daily stress, as Dr. Friedman says, and part of the problem lies in the fact that people often speak poorly when speaking about the subject. Here are some facts.

Burnout is a problem in the workplace – a chronic process of burnout, cynicism and inefficiency caused by a disconnect or imbalance between the essential demands of work, the resources of the work and your ability to recover, at work and away from work. The most important part of this definition is the word "chronic". Burnout does not happen overnight: it's cooking for a while, for many people, over the years. More importantly, burnout is primarily a systemic problem caused by systemic problems within organizations, not just by individuals and their ability (or inability) to respond to stress..

In Christina Maslach and Michael Leiter's Workplace Zone Model, they explain the main stressors at work in terms of person-job imbalances or asymmetries, and identify six key areas in which these imbalances occur:

1. Workload (you have enough time to do what's important in your job)
2. Control / Autonomy (You have an influence on the decisions that affect your work)
3. Reward (Your work is appreciated)
4. Community (You are a member of a favorable working group)
5. Justice (Opportunities are decided solely on merit)
6. Values (Your values ​​and those of the organization are similar)

Research reveals that the greater the mismatch between the person and each of these areas of employment, the greater the risk of burnout. This imbalance or imbalance creates the conditions conducive to burnout.

This chronic stress often creates other problems. I think burnout is a "gateway process" because it opens the door to other things like depression, anxiety, panic attacks and other problems. physical, psychological, emotional and behavioral. As a result, doctors and mental health professionals can easily miss out on the warning signs of burnout because they tend to look like symptoms of other diseases, and doctors and doctors Mental health professionals may not be familiar with the essential role of culture and the work environment.

Here are some of the warning signs of burnout:

Physical: frequent headaches, more frequent illnesses, exhaustion, stomach problems and digestion, restlessness, inability to sleep, heart palpitations, chest pain

Psychological: Increasing panic attacks, feelings of anger, frustration and irritability, feeling of helplessness, helplessness and pessimism, loss of pleasure for activities you once loved

behavioral: Decreased productivity, increased absenteeism, isolation – want to eat alone or simply be alone, become a bad team player, increase in alcohol / drug use

One of the most frustrating aspects of burnout is that leaders are often unaware of the difference between daily stress and burnout, or may even experience burnout themselves. Therefore, when employees reveal burnout to a supervisor, he can minimize this request for help by saying, "Just take a break on Friday" or "Go on vacation." Days off and holidays do not cure burnout.

I run my own growing business, I travel about a third of every month and I have a three year old at home. I know stress. I also know burnout after experiencing it at the end of my law practice. There is a clear difference. Daily stress means I can forget to take an item at the grocery store, send my daughter to school with two different colored shoes or buy take-away three nights in a row for dinner. Burnout meant that I suffered from panic attacks every week in the emergency room because of severe abdominal pain, and that I was disconnected from the people who gave me energy at work. and outside of work. These are two very different images.

Most people do not burn out at work, but the rate of burnout is increasing in all sectors. Articles like Dr. Friedman's really do serve many people who really suffer from a ruthless work culture, designed to exhaust talented professionals rather than motivate and engage them.

Paula Davis-Laack helps organizations prevent burnout and build resilient teams, leaders and cultures. His latest e-book on burnout, titled Addicted to Busy, will be released at the end of the month.