Spring 2016 issue of Horizons

Who is at risk and how does it happen? Perhaps ironically, it is often those who are (or were) identified as the best in a given profession who are at the greatest risk of burnout. Combined with work that is emotionally difficult (bearing the burden of the problems of those seeking help) and personalities that are eager to please others, the risk of high performers burning out is elevated. Consider the characteristics of those who would be identified as the very best in a profession. They are motivated by ideals more than a paycheck. They are energetic, steadfast and positive in working through difficult situations and inspiring to others. They are often the first to arrive, the last to leave and continually trying to help others. One might even say the organization or their jobs are a significant portion of their identity. These same characteristics are those that create a risk of burnout. Burnout happens not as a result of one or two significant events. Instead, burnout happens gradually by eroding the ideals aforementioned. The police investigator may picture apprehending a criminal in a sophisticated investigation, but the reality is that a sophisticated investigation can last many years, and involves uncooperative witnesses, complex judicial proceedings and mountains of paperwork. A teacher might picture helping at-risk students thrive, but the reality is that the teacher might find the obstacles the child faces to be insurmountable. The social worker might picture successfully rehabilitating an ill person, but the reality could be that those who are being cared for will not follow the recommendations or might not be capable of showing gratitude. Each of these examples also includes work that is emotionally difficult (the matter being investigated, the conditions at home of the

at-risk student, the burdens borne by the ill person) which accelerates the erosion of spirit of the employee. As each of these examples involves service to others, they are likely to have personalities that are energized when they receive affirmation of their efforts from others. In many cases, the reality is that they might not reach a point where they see appreciation from those they are serving. In other words, burnout is common in employment where the relationship with those who are being served is not emotionally reciprocal. How can burnout be prevented or overcome? There are several things an organization can do to help prevent burnout from happening, or to help a team member overcome feeling burnt out. The single most important thing an employer can do is to provide employees with a system of mentors who support them unconditionally. These mentors would generally fall outside of those who are directly responsible for evaluating the performance of the people they are mentoring. Generally, the mentor would also have more experience than the mentee. Meet regularly with the individuals they are mentoring. These relationships can only develop if both parties make an investment of time. Encourage open and honest conversation. If team members being mentored trust that the support they are receiving is unconditional, the relationship will be firmer. If mentors can share their own stories that show their own vulnerability and challenges, the tone can be set to provide the support needed to help effectively. Some responsibilities of an effective mentor include:

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