Improving Leadership Well-Being: Strategies to Avoid Burnout and Promote Learning

Employee well-being has always been a relevant concern, but it has gained even more significance due to the increasing prevalence of workplace burnout, which became especially prominent in the aftermath of the COVID-19 pandemic. Consequently, well-being in the workplace has become a central point of discussion, and rightly so. According to Gallup's most recent State of the Global Workplace report, 44% of employees reported experiencing a significant amount of stress on the previous day. Persistent high or escalating rates of burnout and stress can also contribute to feelings of loneliness, depression, and phenomena like "quiet quitting," all of which can undermine workplace performance, productivity, and innovation. These distressing trends have become so alarming that the U.S. Surgeon General has recommended that workplaces prioritize addressing employee isolation as a strategic imperative.

Burnout may manifest in various forms and have diverse underlying causes. Consequently, in order to effectively tackle this issue, it is imperative that we gain a deeper comprehension of the particular obstacles and difficulties encountered by both employees and leaders within the constantly evolving landscape of today's business environment.

Typically, organizations express concern about employee burnout due to its immediate consequences. Burned-out employees often experience reduced productivity and a higher likelihood of turnover. However, our recent research report, titled '3 Tensions Leaders Should Resolve in 2023,' highlights that the impact of burnout may also extend to a company's future workforce capabilities. In a collaborative research effort, the Center for Creative Leadership and ExecOnline conducted a survey and analysis of responses from over 43,000 leaders worldwide, spanning various levels from line managers to C-level executives. The study unveiled a widespread tension that leaders at all levels grapple with: a desire for more development opportunities, juxtaposed with their own burnout. Specifically, 41% of leaders expressed a need for increased learning and development (L&D) opportunities to enhance their effectiveness (ranking second only to larger budgets and increased staffing). However, over 70% of respondents also admitted to being 'at least somewhat' burned out. Considering that development initiatives could be seen as an additional burden for these already stressed leaders, there is a risk that they might consistently prioritize other urgent tasks over these crucial learning opportunities.

How to Support Leaders in Achieving Their Peak Well-being

To initiate the process of addressing this conflict, you can assist leaders in reducing burnout and enhancing their overall well-being, a role that aligns with your position as a learning leader. The good news is that there are established methods for accomplishing these objectives. Here are a few particularly effective and straightforward strategies:

Discover what is of significance:

Inquire with leaders about their sources of motivation, the aspects of their role that hold the most significance for them, and explore the ways in which their work aligns with a broader purpose or mission. Facilitate their understanding of the impact they make.

Establish and sever the connection:

During work hours, foster curiosity about colleagues' personal lives, engage in storytelling, and show appreciation. After work, promote a healthy work-life balance by allowing both leaders and employees to disconnect easily. Avoid unnecessary work-related communication and encourage activities like spending time in nature, getting enough sleep, and pursuing personal hobbies.

Amplify organizational effectiveness:

Having a strong sense of control and independence is frequently associated with improved overall well-being. This sense of agency can manifest in various ways, such as flexible work arrangements that empower employees to choose how they complete their tasks or by fostering leadership development in areas that hold the most significance to them.

Address the root issue:

Amidst the COVID-19 pandemic, organizations have placed their primary emphasis on tackling elevated burnout rates. In order to effectively tackle this issue, those responsible for learning and development should begin by gaining a comprehensive understanding of the unique obstacles and difficulties that leaders encounter in this swiftly evolving landscape, with the aim of pinpointing their development requirements.

Leaders are eager for additional growth prospects, yet they find themselves overwhelmed and exhausted.

Ways to Enhance the Accessibility of Leadership Development

Although it might appear counterintuitive to introduce leadership development for leaders who are already stretched to their limits, offering readily available opportunities to enhance essential skills will ultimately enable them to prioritize high-impact projects over less impactful tasks in the long run.

Our study revealed that when it comes to training and development, leaders exhibit a preference for specific formats. Virtual programs are favored by 36% of leaders, while shorter modules are equally popular at 36%. Additionally, 34% of leaders show a preference for on-demand instruction. These findings suggest that some leaders may face challenges in accommodating lengthy, in-person training sessions into their schedules. Instead, they could benefit from on-demand virtual courses, which allow them to gradually enhance their skills in smaller time increments, aligning with their convenience. Furthermore, when development initiatives are tailored to address current business challenges, leaders are more likely to view development as a practical solution to tackle their to-do lists rather than a discretionary activity.

Simultaneously, it is crucial to shift the mindset from "forcing development into a busy schedule" to "prioritizing and creating room for development." For numerous individuals, setting aside dedicated time away from their routine tasks is essential for the growth and overall well-being of leaders. Ultimately, by reconfiguring learning opportunities to be easily accessible and tailored to their specific needs and interests, we can enhance the chances that leaders, even those experiencing burnout, will actively engage in self-improvement endeavors.

Maintain a Focus On the Broader Perspective

Regrettably, it's a prevalent occurrence for leaders and their organizations to relegate well-being to a lower priority in favor of seemingly more immediate concerns. Nevertheless, neglecting well-being not only increases the likelihood of employees leaving their positions but also hampers the potential for nurturing the future generation of leaders.

Assisting both employees and leaders in reducing burnout and improving their overall well-being, all while providing development opportunities that can seamlessly integrate with their busy schedules, can empower leaders across all tiers of your organization to unlock their complete leadership capabilities.