Transcript excerpt from a talk about preventing employee burnout by using clear communication, setting explicit time-limited expectations for high-effort periods, honoring promised reprieves, clarifying quarterly core goals, and relying on weekly supervision and psychologically safe one-on-one check-ins to detect and address burnout individually.
Chapters
I think more than anything we say clarity is kindness. So if we are clearly defining the why we're maybe in that stretch period and asking people to give that 150%, I find that people are willing to do that for the predetermined amount of time. I think what is not there is when, okay, we're going to push, you know, for the next month, becomes the next two months, becomes the next three months. And you're not actually honoring your people to say, okay, here is that breathing room that we kind of. And that reprieve that we promised that's coming. I think also just making sure that the entire organization knows which are one of the core goals that are being driven toward in a particular quarter and really breaking things down. And then for us, a lot of the attention to burnout is on weekly supervision and those one on one touch points, having honest conversations and cultivating a psychologically safe environment, environment for people to disclose to their manager if they are starting to present with signs of burnout. And so in that, then we have different ways that we handle that depending on the staff member and their role and kind of what is available to help.
