How can our organisations cope with a coming tsunami of burnt out workers? The signs are all there that the transition to hybrid/remote working is not as painless as the Zoom and Teams enthusiasts are making out.
Just under half of managers believe their employees may be at a higher risk of ‘burnout’ due to changing work patterns. ‘Burning the Candle: Strategies to Combat Workplace Burnout’ found that 47% of managers fear their employees may suffer from ‘burnout’ due to the challenges COVID-19 has brought.
Despite 35% saying they have been more productive whilst remote working, 87% have felt more pressure to keep productivity levels high to prove the case to their employers to allow remote working to continue.
Separately, in a survey by Perkbox, more than half (58%) of employees said changes to the furlough scheme and future uncertainty over the world of work had negatively affected their mental health, leaving them with rising levels of stress and anxiety. 46% said they had felt disconnected from their team and business over the past month. Only 15% had experienced no negative effects on their wellbeing in the past month.
Admittedly these are the early days where we are still pushing through the pain barrier – but it does seem that we are seeing the rise of a kind of e-presenteeism with the assumption that remote work means always available. Why is it that employees feel the need to prove their worth to employers by going above and beyond working hours?
For me there are a few factors at play here:
MANAGING THROUGH UNCERTAINTY
COVID-19 is a complex problem in a complex system and we haven’t done the best job of training middle managers about complexity and uncertainty. A lot of people are unsure about their future right now and one of the ways people deal with stress and uncertainty is to make themselves busy. Busy is the new status quo. Ask anyone how work is during COVID and I pretty much guarantee the reply will be “really busy”.
The problem is that busyness isn’t productive. And it makes everyone else busier.
Instead of fuelling a culture of busyness we need to encourage leaders to make sense of our complex situation by acknowledging the complexity, admitting we don’t have all the answers, and reflecting collectively.
BEING A DIGITAL LEADER HAS NEVER BEEN MORE URGENT
Five years ago I posed a series of questions for prospective digital leaders.
- Do you actively listen and respond to what internal and external communities are saying?
- Do you use digital technologies to source new ideas for your organisation or team?
- Do you put opinions out there rather than press releases? Are you known for provoking debate?
- Do people you’ve never met come to you for advice on the strength of your online presence?
- Do people tell you they value the resources and information you share?
Arguably we have failed to prepare our leaders – which is why people are mistaking two hour Zoom meetings for collaboration. COVID has accelerated them into a future they were wholly unprepared for.
As Matt Ballantine writes “We urgently need to do something about how we meet. I have a hunch that most meetings were rubbish before lockdown, but that the side conversations and sense of being with others that happened alongside the business of the meeting made them valuable. Zoom and Teams has stripped most of that side benefit away, so we are just left with the useless meeting. We’ve lifted and shifted office working practice into digital tools, and it’s left us wanting.”
I like Zoom and Teams – but they are not digital transformation. If you think you’ve mastered digital leadership by being able to change your Teams background you’re sadly mistaken.
Understanding that digital leadership is now just leadership is an urgent requirement.
THE ONSET OF CHRONIC CHANGE FATIGUE
Many people had change fatigue before COVID, but post-pandemic we need to review how many things we can conceivably handle at any one time.
No organisation, large or small, can manage more than five or six goals and priorities without becoming unfocused and ineffective.The best organisations don’t try and do everything. They focus on a few differentiating capabilities. Doing less, not more, requires a cultural shift. It involves finding your ‘irreducible core’ of services and then constantly refining and innovating against it.
There’s a window of opportunity here for organisations to pause and reflect before they go full steam ahead with their existing strategies. Otherwise we risk returning to the old normal which most people want to get away from.
And let’s remember that some change is manufactured just to give people things to do rather than being strictly necessary. In the post-normal preserving the things you truly value is more radical than constant tinkering.
Nobody resists necessary change. So the final word has to go to Peter Vander Auwera: