Burning the candle at both ends does not shed more light

Last week, I spoke with one of our founders on the topic of burnout. It’s a subject that is gaining momentum as COVID continues to add stress to our ability to manage our work and home lives, which are becoming increasingly intertwined.

Collectively, we accept that startups are high-pressure and fast-paced, and those that gravitate towards them generally share a willingness to pitch in, get it done and do whatever it takes. By extension, team members at early-stage companies are particularly susceptible to burnout as they face prolonged periods of high-stress and a heightened sense of responsibility as the company finds its footing. On top of that, it’s often the people with the skills to help a startup succeed (tireless, determined, resourceful, committed) who are most likely to overextend themselves, leaving them vulnerable to long-term consequences.

It’s inevitable that early-stage team members will go through phases requiring a herculean expenditure of mental and physical energy, and I hear from a lot of founders struggling with the constant friction of trying to keep pace with the work that needs to be done while protecting the mental health and wellness of their employees. It can be (understandably) hard for founders to encourage their team to work less or leave early, but ironically, burning the midnight oil won’t necessarily yield a positive result. More hours don’t mean better outputs or higher productivity. The science is conclusive here; the reality of overwork is diminishing returns.

Burnout, like many buzzwords, has been adopted among corporate culture as a generalized feeling of being ready for the weekend, or a glass of wine. But burnout is a real thing and can have serious and long-term effects, from the loss of top talent (temporarily or permanently) to a decline in company culture. There’s also an increased financial liability around long-term leave and increased health-related issues and accommodations.

As a founder, it can be tricky to spot burnout, especially in your top performers who are most likely to put up a good front. Often, by the time you notice the signs, it can be too late to course correct without significant consequences. To help combat burnout, founders need to be able to both spot it and prevent it.

How to spot burnout

While burnout will manifest differently for everyone, there are several common signs that indicate a level of over-work that may be cause for concern.

1. They’re quiet (all of a sudden)

Team members who are usually the first to ask questions or come forward with ideas or solutions become quieter as they move into the early phases of burnout. They engage less with their teams, managers and during meetings or events.

Signs to watch for: short or abrupt emails or verbal responses, less participation, work becomes more reactive than proactive.

2. Shifting priorities

When someone is on the edge of burnout, it’s like being in constant crisis mode. Everything becomes a priority, and the ability to triage and delegate is lost.

Signs to watch for: a heightened sense of urgency on every front and a decreased ability to prioritize workflow from day to day.

3. Lower emotional awareness

When there’s no gas left in the tank, every drop goes towards completing the task ahead, leaving nothing left for pleasantries or positivity. Team members suffering from burnout will often start to focus on the problems, downsides or comparative workload.

Signs to watch for: increased sensitivity — easy to anger or upset. Resentment of workload or scope creep.

4. Their work is suffering

When we experience mental or physical exhaustion, we’re subject to cognitive fatigue, leaving us with fewer faculties to process information with the clarity and attention that we used to.

Signs to watch for: high performers who suddenly start making lots of mistakes, big or small, or show signs of decreased analysis or assessment are potentially experiencing some level of cognitive fatigue.

5. Physical signs of stress

Overwork can lead to physical symptoms, which left unchecked can develop into long-term health issues.

Signs to watch for: increased headaches, more sick days, heightened anxiety.

How to prevent burnout

It’s helpful to start with a company wide understanding of the science behind burnout. Working smarter, not harder is the key to maintaining momentum without taking it too far.

1. Operationalize capacity checks

Founders and top managers need to keep a close eye on the pulse of the team. Beyond what your employees are working on, it’s equally important to know how they’re working. Implement regular check-ins to talk beyond the outputs of the role and understand the tactics and processes being used to achieve them. Look for synchronicity between energy and output. It’s also important for founders to check in with team members at all levels — when managers are experiencing over work, they may not have the mental clarity to spot the same in their team members.

2. Plan your workflow

Good work takes time and is often built stronger on planning and process. Build in time for your team — between meetings, projects, clients or deadlines — to reset and recharge for the next. Adding time buffers into project planning will help deliver better outputs and happier employees. This includes setting hours where employees can expect to hear from you — and hours where they won’t. Even if they choose to keep working ‘off hours’ — giving them a break from the implied (or inferred) pressure to respond will give them more control over their work/life balance.

3. Make meetings better

Shifting gears too quickly can make it difficult to retain information and keep track of priorities. Staying away from back-to-back meetings makes it easier for team members to ingest the information and organize their own deliverables afterwards before jumping into the next one.

4. Stay flexible

Peak efficiency periods are different for everyone. Now, more than ever, we’re realizing how important it is to recognize the personal variables that can wreak havoc on our careers. To get the best out of your team members, provide as much room as you can to let them work when they’re most productive. Flexible working hours also provide more space for creativity and innovation, and often leads to better output. Aside from increased efficiency, staying flexible has the added benefit of showing you truly respect your team — both on the job and off.

5. Socialize mental and physical health as company objectives

Promoting the benefits of personal well-being will help employees feel comfortable prioritizing their own. Talking openly and regularly about the benefits, tools and financial assistance available will help to create a culture where all team members are focused on avoiding burnout, not just you. More companies are building health and wellness tools into job descriptions, company culture and compensation packages.

But maybe my favourite way to balance the stress and hard work required to build a business (and often overlooked) — keep celebrating. Even during the tough times. Maybe even especially during the tough times. Big wins or little ones, find opportunities to fill the tank and make people feel good, both for individual achievements, and team milestones. And celebrate personal successes too. Whether it’s a day for their birthday, or cupcakes for their kid’s graduation, recognizing your employees for their successes outside the office will help strengthen the bond between you, building a bigger tank for what’s to come.