Your staff is facing burnout from an overwhelming schedule. How can you support them effectively?

Zunächst ist es mir wichtig, dass Burnout keine direkte Folge von Überlastung ist! Ich war selbst betroffen, hatte immer einen vollen Tisch und habe mir immer noch mehr dazugeholt, weil ich dieses brauche, wie die Luft zum Atmen. Der offene Dialog ist immer die beste Art in einem zeitintensiven und wichtigen Projekt miteinander in Kontakt zu bleiben, um für jeden Einzelnen herauszufinden, ob er sich wohl fühlt. Auch den Mitarbeitern die größtmögliche Flexiblität zu geben und nur das Ergebnis als Ziel vorzugeben, trägt erheblich zur Selbstbestimmung und damit zur Selbstentfaltung bei. Bei den Aufgaben würde ich jedem das geben, was ihm besonders liegt, was er braucht und vor allem was ihm Spaß macht.

Office policies are usually the first step in addressing staff concerns. These may include communication systems, partners, and aims within the systems or organization. An environment for open dialogue during a staff crisis may appear encouraging. Still, there is usually this question on my lips at every point: what concern are you showing for the staff to be resolute? A listening ear predates open communication. Listen to staff, their attitude, discussions, work feelings, etc. Operate an open-door policy that encourages them to share their feelings, fears, and expectations and handle these discussions as a family by showing commitment to their goals. Help them find alternative solutions where and when it's necessary.

Create opportunities for staff time or day off and a working environment that makes staff dream of returning to the work environment or doing their quotas to improve productivity. Make the work policies to motivate your staff. Flexible scheduling reduces staff burnout and brings out the energy in staff to give their best. In flexible scheduling, allow staff to make inputs as to their timing, (but not in all cases) as long as the job does not suffer. Give them an opportunity for a work-life balance as they equally attend to their responsibilities without much stress.

Coming after flexibility is creating rotation for staff assignments. Let the "mere go round" on staff as monotony is a difficult working rule to break. Even if it will not be for long, let staff understudy other departments or units and learn to avoid boredom and inability to discuss issues when they are raised. Shift staff responsibilities/create a learning and development official role where they could know and understudy other staff functions. This is cross-training and reduces the cost of training while bringing out the best in the staff. This process tries to allow all staff to shine equally on the job and makes knowledge about the job, not a division or an individual prerogative. Plan adequately to engage staff and build skills.

A supportive leader shows interest in the staff/follower's development and well-being. He leads by example and acts the word. Such a leader understands the staff workload and shows interest in how such should be done. When scheduling activities he understands his abilities and capacities to delivery, and also ensures that staff are provided equal opportunity for development and growth. A supportive leader tries not to overwork his staff and ensures that resources are always available for the work to be done well. A supported staff is an asset towards increasing the productivity of the office and the organization in general. A supported staff feels valued and creates a feeling of belongingness in others.

A wellness program builds staff confidence and reduces staff burnout. encourage a work-to-life balance involves encouraging staff to go for extracurricular activities. Pay for it as an organization that wants the best for its staff and encourages them to participate. It should not be streamlined to any particular grade or rank within the organization. Expose your staff to mental health training and resources as it exposes how committed you are to the wellbeing of your staff.