Have you or a member of your staff recently felt physically depleted? Have you felt helpless to make changes or to make a difference? Have you felt a sense of hopelessness or felt disillusioned? These are all symptoms of job burnout.
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How To Beat Job Burnout

Have you or a member of your staff recently felt physically depleted? Have you felt helpless to make changes or to make a difference? Have you felt a sense of hopelessness or felt disillusioned? These are all symptoms of job burnout.

Burnout can be costly, for both individuals and companies. Burned-out workers have lower moral, higher absenteeism and tardiness, and greater turnover. People who suffer burnout develop a negative concept of themselves and negative attitudes toward their work and even life itself. They can become detached, contemptuous, or callous toward customers, clients and colleagues.

The downsizing of many major corporations and the "no-growth status" of many smaller businesses has increased pressure on employees at all levels for higher productivity and in many instances reduced pay as well. In addition, within many organizations, there are fewer opportunities for promotion and growth.

The philosophy of "Let’s do more with less" is a recurring theme with many businesses in our highly competitive global market. With companies, and therefore employees, under the gun to produce and with poor opportunities in job market, job burnout is an unfortunate fact of business life for too many people.

In these tense and uncertain times, many employees are afraid to make waves. Instead of making their needs known, they do exactly what the company wants, sometimes at great personal cost. Many employees today feel trapped due to bottom-line pressures. They just do what they need to do to keep their jobs."

Many organizations today no longer encourage employee creativity and innovation, and employees no longer feel like part of the team. It’s rare that a company in today’s environment recognizes that encouraging innovation and inspiring its people to greatness by allowing them to take initiative and calculated risks is the real imperative.

One of problems is that many companies today think of employees as inventory that can be juggled around interchangeably to solve problems, rather than as critical assets whose talents should be used to improve operations, develop new products and services, and provide award-winning customer service.

When I’m consulting with larger organizations a common problem I often find is that employees and managers who deal with coworkers suffering from burnout are too quick to classify burnout as ‘personal problem.’ In most instances, the employee’s burnout really stems from an organizational problem.

Employees don’t leave their personal lives at home, nor do they leave their work lives at the office. The two frequently create a compounding effect that, if not checked, can lead to a downward spiral of mistakes and accidents on the job and reduced quality of life for the employee.

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