The Covid 19 pandemic has spurred an unprecedented mental health crisis that has seen a rise in psychological distress. In June of 2021, the Australian Bureau of Statistics reported that one in five Australians experiences high or very high levels of psychological distress and 26% of people surveyed reported that, due to emotional exhaustion: “everything is an effort.”
Burnout is often an early warning sign for the potential of psychological distress. It is a collection of symptoms that often arise when people are exposed to ongoing challenges for an extended period of time. While it is normal for people to feel stressed from time to time, people whose exhaustion has reached the point of burnout typically lose their motivation, passion, and drive for what they do. The usual stressors of a job, while manageable under ordinary circumstances, may become overwhelming during Covid, especially when people are also juggling the stress of returning to work from remote working arrangements and ongoing familial obligations and dependencies developed during lockdowns. While managers are not expected to diagnose a psychological injury, they are best placed to recognise the early warning signs of a trajectory towards burnout and psychological distress.
Burnout is insidious. It occurs gradually and usually over an extended period of time. It is important to be able to recognise when a team member is stressed at work. The key is to look for significant deviation in an individual’s regular behaviour. Are they having difficultly making decisions or concentrating? Have you noticed a pattern of negative thinking or worry about ongoing events? Have they been complaining of frequent aches and pains or headaches? Are they relying on stimulants, such as coffee or other substances, to get through the day?
If you are observing that a team member may be displaying signs of burnout, it is important to reach out early and informally to check in with the individual to understand their wellbeing and how they can be best supported. Part of having a supportive conversation may involve encouraging or even assisting linking an individual to support networks, both inside and outside the workplace. Consider making reasonable adjustments to lighten their load.
Reasonable adjustments are temporary modifications to a job or changes to the workplace to enable a person to perform their role more effectively. Reasonable adjustments do not include changing the inherent requirements of the job or creating a new or different job. They are temporary and reasonable and are most effective when developed in conjunction with the team member. Common adjustments can include flexible working hours, such as more frequent breaks or a longer lunch, allowing self-paced work, which is particularly beneficial for parents with dependent children, and establishing a culture of open communication channels and regular wellbeing check ins.
The pandemic has been a difficult time for everyone, but with ongoing attention and communication, managers can ensure that team members are supported through difficult and uncertain times.
