When chronic stress becomes burnout
In 2019, the World Health Organization recognized burnout as a phenomenon that has a serious impact on mental and physical health. In just five years, enough research has been conducted to show that lack of investment in employee well-being results in higher employee turnover, lower productivity and higher costs, and this realization has resulted in an increasing number of well-being programs involving numerous companies.
It is important to point out that burnout is not only the need for rest. It is a complex phenomenon caused by long-term stress, characterized by feelings of emotional emptiness and helplessness, lack of energy and cynicism towards work that can develop into resentment.
A new source of stress: 60% of workers know what is expected of them at work
Although it may seem that chronic stress is most often caused only by heavy workload, Gallup's research has shown that one of the main causes of burnout alongside that is a lack of clarity and in-depth understanding of the employee's role. Only 60% of workers know what is expected of them in their workplace. Lack of clarity is followed by a lack of communication and support from management. Namely, employees who feel that their manager supports them are 70% less likely to experience burnout.
Unfortunately, many companies respond to this through temporary solutions such as yoga classes or mindfulness programs, which may provide immediate relief but do not address the root causes of the problem.
How to prevent stress?
To prevent burnout, it is crucial to understand the patterns of behaviour that occur under long-term pressure. In such situations, we often retreat into our familiar and natural roles, even though these behaviours may not always be useful or productive.
Is it possible to become aware of one's behaviour patterns? It is not easy, but it is possible. One of the most reliable ways is to fill out the Belbin Team Roles tool. Belbin provides us with a clearer picture of our behaviour within the team and also allows us to better understand the behaviour of our colleagues in situations of extreme stress.
Why do we react differently to stress?
Belbin Team Roles tool categorizes employees into 9 team roles. Depending on the roles they are in, employees will have different reactions. This is how we react in different roles:
- Shaper - usually strong leaders, they can become frustrated and make hasty decisions, distancing themselves from the team
- Completer Finisher - usually they hold all the strings in their hands, but they can feel overwhelmed due to difficulties in delegating, which leads to excessive workload and loss of quality of work
- Team Worker - always ready to help others, but can feel emotionally exhausted because they try to solve all conflicts within the team, neglecting their own needs
- Implementer - firmly sticking to the existing processes, in burnout, they can show less flexibility when making changes, even when they are necessary for recovery
- Plant – they can withdraw into themselves and get lost in their own ideas, losing a sense of reality and the needs of the team
- Monitor Evaluator - may have difficulty with time pressure and withdraw if they do not feel there is enough time to carefully consider decisions
- Co-ordinator - can feel frustrated if the team does not act as a whole, which can lead to reduced engagement
- Resource Investigator - they are the connection between the outside world, they can feel overwhelmed by too much information and lack of stimulation from interacting with others
- Specialist - specialists are experts in their field who become dissatisfied if their expertise is not recognized or if their work is not related to the team's goals
The importance of quality feedback
If we start from the assumption that not all employees are equal, it is easy to conclude that their responses to stressful and challenging situations will also differ, and thus the feedback (whether positive or constructive) and support that superiors should adapt to each of them. Belbin's categorization helps to segment employees according to their key characteristics and helps the employees themselves to better understand their own characteristics and the strengths and challenges that govern their business life.
Of course, the Belbin Teams Roles tool serves as feedback to managers for optimizing work tasks and responsibilities, as well as the possibility of nurturing an individual approach to solving and eliminating the causes of burnout.
Since the Belbin Teams Roles tool is not just a theoretical setup, but a concrete tool that is effectively applied and translated into practice, the discoveries it brings can strengthen a deep understanding among colleagues and build trust, respect and mutual appreciation of the entire team – on both the vertical and the horizontal level.
The role of the organization in the mental health of employees
The solution to burnout lies in the early recognition of risks and the provision of personalized support to employees, and this is achieved through quality human resources practices that include the condition of individuals, team dynamics and the work environment. Concrete changes can only come from business decisions and restructuring aimed at improving the business climate and shaping a culture in which the differences of all team members are respected.
Open communication and a better understanding of employee needs can be achieved by using tools such as 360⁰ assessments and Assessment centers. Belbin Team Roles tool is especially useful by making employees aware of their own strengths and areas for development and thus defines team roles. These tools can significantly enrich the in-depth understanding of employee characteristics, and thus the optimization of business. Some of the most important features of these tools are:
- 360⁰ assessment encourages open communication between employees and provides feedback from different perspectives. This process encourages dialogue and understanding of mutual expectations.
- Assessment centers through various activities enable employees to better understand their own communication skills and ability to cope with stress. At the same time, they provide organizations with valuable insights on how to tailor burnout prevention strategies to the specific needs of each employee.
Prevention and coping with burnout require comprehensive intervention and professional knowledge. Through an individual approach, our team acts as a partner in identifying areas of risk, developing preventive strategies and implementing effective programs for maintaining stress and preserving the mental health of employees.
