A dysfunctional work environment, if left unchecked, can deteriorate to the point of employee burnout. Burnout is a familiar term these days: it's the physical or emotional exhaustion that results from long-term stress or frustration. Chronic fatigue is a major symptom of burnout: one feels physically, emotionally and spiritually exhausted. Behaviorally, the burnout worker becomes cynical, indifferent and increasingly ineffective in the job.
According to Herbert J. Freudenberger, the New York psychologist who coined the term in 1972, burnout describes a specific condition. It is an emotional state characterized by an overwhelming and enduring feeling of exhaustion or aggravation. Burnout is a condition that develops gradually as the person's creativity and effectiveness erode into fatigue, skepticism and an inability to function productively.
Traditionally, the worker is the one who gets the blame but research shows that the cause of burnout lies mainly in current economic trends, the use of technology and management philosophy within organizations. As managers become de-energized and lose confidence in their abilities, these emotions are transferred to employees. Employee engagement and long-term improvements in corporate performance can't be accomplished with a burned out, low energy and low confidence leadership team.
Leaders can turnaround a failing work environment by helping employees move from the language of "blame" to the language of "personal responsibility.” The first step is to instill confidence in the employee’s ability to meet and overcome workplace challenges. Experience tells us that confidence precedes competence. A person must first believe they can succeed by developing a winning attitude reinforced by skill-building training.
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