Spring 2016 issue of Horizons

PUBLIC SECTOR

A mentor can also help employees recognize self-limiting behavior. Sometimes when confronted with consistently challenging situations, unwarranted anxiety can prevent employees from performing at normal states. A mentor can help coach employees through feelings that are defeatist. These feelings, such as a tendency to focus on unrealistically negative outcomes, blaming others to an extent that it prevents them from taking ownership of elements under their control, or being excessively timid when outcomes are uncertain prevents positive action. A mentor can also help employees take full ownership of their mental state and help them seek additional support systems. An example could be mentors providing connections to others in the same profession who would be willing to share their strategies for overcoming particular difficulties. A mentor can also help employees see their responsibilities through another framework such as what employees would like their positions to be. A mentor can help employees identify areas of work that they find most inspiring and find ways to fill their responsibilities with those inspiring activities rather than draining their energy trying to avoid the things they do not like. From a supervisor’s perspective, if employees do make an effort to speak about their feelings of burnout, it is in the interest of the supervisors to listen closely. Perhaps the demands the employees are discussing are self-imposed and not expected by the organization, or they can be re-allocated to others who have the capacity or find those activities meaningful. Another way supervisors can contribute to helping employees is by making sure expectations of performance are comparable with their level of experience. Although two employees might have the same title, an employee with several years more experience is likely to be able to

Help employees recognize weakness. One challenge with those who are on the path to burnout is that they are or were seen as top performers in the organization and it can be difficult for them to admit they are struggling. Helping employees recognize and own up to their struggles is not a sign of weakness, rather it helps prevent them from falling deeper into a burnout. Mentors need to demonstrate a willingness to be empathetic to the feelings of those they are supporting. They must show that they want to help team members move forward. A response of “that’s just the way things work here” by mentors will certainly not improve situations. Mentors can help others learn how to show “detached” concern. Being that the primary source of burnout is work that is emotionally non-reciprocal between employees and those being served, mentors have the opportunity to help individuals find meaning and satisfaction in areas other than directly from those being served. Mentors can help share strategies for employees. This strategy can help to fulfill their professional responsibilities without becoming so personally attached that the concern they show consumes their energy in a negative way in, and outside, work.

page 34 | horizons Spring 2016