Spring 2016 issue of Horizons

PUBLIC SECTOR

Avoiding Burnout in the Public Sector by Chester Moyer, CPA

P icture the following…a police investigator who relentlessly pursued a series of challenging leads to apprehend a criminal; a teacher who took on an after-school program and helped at-risk children flourish; a social worker that helped rehabilitate a chronically ill person. Each of these individuals demonstrated sustained focus, consistent energy and resiliency to achieve their outcome, all of which are characteristics often associated with people who are operating at “peak” performance. At the other end of the performance spectrum are those who are burnt out. Helping employees avoid or overcome burnout can result not only in improved retention, but it can also result in employees who are more likely to reach and sustain a peak level of performance.

What is burnout? Burnout is not merely exhaustion; nor is it simply a period of work overload, it is much more than that. Although the outward performance may not necessarily show a significant difference from the basic day- to-day expectations, inwardly those who are experiencing burnout are unlikely to demonstrate “peak” performance. In the book Burnout , by Pines, Aronson and Krafry, burnout is described by its symptoms, including a feeling of emotional and physical malaise, a negative self-concept, and negative attitudes toward work, life and other people. Resentment toward co-workers or even the people they are supposed to be serving is common. People who are burnt out are perhaps at the lowest point in their careers, and are likely considering leaving the organization, perhaps as a matter of professional and emotional survival.

page 32 | horizons Spring 2016