“What a crazy week! I was in back-to-back meetings.”
“With WFH, it can be tough to unplug.”
“I feel like I have to be “on” all the time”
“I was so busy I forgot to eat lunch.”
“Another meeting just got added to my calendar…”
Sound familiar? These common refrains seem to echo across Zoom calls and home offices everywhere these days. At first listen, they sound pretty benign–just casual complaints, something to joke about, even signs of employee motivation.
Dig a little deeper though, and you may find something more serious. These common situations are often early indicators of employee burnout.
Unmotivated, cynical, overwhelmed, frustrated, irritated, or just plain blah — these are all feelings associated with burnout. If you’ve ever felt this way (or know a teammate who has), you’re not alone. According to a Gallup workplace survey, nearly 8 in 10 full-time workers say they experience burnout on the job sometimes and almost 28% experience it “often” or “always.”
Burnout is so widespread that it’s even been recognized by the World Health Organization (WHO).
Burnout affects your team’s mental and physical well-being and can be caused by a variety of factors. According to the Mayo Clinic, some of the most common include:
Aside from the obvious — it sucks to feel burnt out or to work alongside others who do — burnout has some serious, lasting implications for individuals and teams.
For individuals, burnout can lead to excess stress, insomnia, and even some serious health issues — like high blood pressure and diabetes. According to Gallup, “employees who experience high levels of burnout are 63% more likely to take a sick day, 13% less confident in their performance, and 23% more likely to visit the emergency room.”
For teams, productivity and engagement are the first things to take a hit. Deadlines get missed. Meetings get skipped. Folks don’t feel inspired to do their best work and teammates stop trusting each other to get the job done. Over time, teams experiencing burnout are more likely to lose good talent too, as folks leave to find motivation, fulfillment, or a sense of calm elsewhere.
Burnout is an even bigger issue for remote teams — amplified by distance, personal stressors, and lack of face-to-face communication.
Work-life balance gets out-of-whack: without proper practices — and practice for those new to it — WFH can take a major toll on your team’s ability to create a healthy work-life balance. When your commute is 20 seconds across your apartment, lines quickly become blurred between work and life, and folks tend to work too much or too little. It can be hard to “turn it off” when you start working and set boundaries in terms of when the workday starts and ends.
It’s harder to align schedules: At home, different folks will have different responsibilities and different hours they work best. While it’s important to bring the team together and have some hours of overlap in the workday, having too rigid a schedule can alienate people. For instance, a morning scrum that works for a single person on PST might not work so well for a parent on EST, who’s trying to get their kid through lunch.
Job expectations don’t match the WFH reality: Remote work often means juggling more responsibilities all at once — balancing projects at work with things like childcare, sharing space with a roommate or partner, pets, and any number of other things that can randomly come up at home. Unfortunately, many managers fail to acknowledge these extra (and very valid) responsibilities or take them into account when scheduling meetings or planning workloads.
Virtual meetings add to the chaos: With remote work, there’s a tendency to over-index on facetime to stay connected, so meetings multiply at the expense of focus time. While intentions are good, this approach can actually make people feel more overwhelmed. Video meetings take more energy, so it’s more common for folks to check out or lose focus after a few back-to-back meetings. They also take more effort to run effectively, which is why so many Zoom calls feel less productive than they would have in person.
The home office can be isolating: It’s a lot harder to casually connect with your teammates when you’re remote, and the lack of face-to-face interaction can be very isolating. More outgoing teammates might crave video hangouts or virtual happy hours to feel part of the team, while quieter types might feel alienated or even excluded because it’s harder for them to speak up.
Distance leads to micromanagement: Managing remote teams can be a challenge. If you’re used to traditional office environments, ones where you can drop by a desk and see what someone’s working on, then the distance can lead to questions of what remote team members are up to and how effective they are with their time.
Newly-remote teams have a big learning curve: Highly effective remote and hybrid teams usually have had time to determine what tools and practices work best for them. Newly-remote teams often have to use tools and practices that were not designed to support remote environments, and in turn lead to a lot of the tensions and situations above, and exacerbate and expedite conditions for burnout.
Burnout is a challenge that every manager should care about and proactively work to prevent from happening. Fortunately, most risk factors associated with burnout are things that can be solved by adjusting your ways of working to better support folks working remotely.
Changes related to work-life balance and scheduling need to start at the team or company level to be successful. Simply asking someone on your team to unplug more isn’t going to work if you don’t have a culture in place that clearly supports it.
Take a look at your team’s calendar — what recurring meetings do folks attend on a weekly or monthly basis? All hands, 1:1s, daily standups, sprint planning, retros … the list can go on and on.
We recommend reevaluating your meetings on a quarterly basis, or whenever your team experiences a big shift — like a re-org or switch from in-person to remote work. For each meeting on your team’s calendar, ask yourself the following.
Once you start to think critically about the meetings on your team’s calendar, you’ll likely find opportunities to consolidate, remove meetings, or change things up in other ways.
“I do most of my 1:1s over the phone, and we often go for a walk. It can be tiring to always make sure you look presentable, so having audio-only calls can be a relief, and a way to connect more deeply too.” — Jean Hsu, Range
“[When we went fully remote,] the first thing we implemented was Check-ins — I think of them as mindful status updates. I didn’t want to micromanage the team, but I wanted to see how things were going; what they chose to spend time on, what was important, what wasn’t important.” — Kristen Toole, Adobe
Remote work can be both empowering and exhausting. It can feel ultra-productive and impossibly lonely. It might be the preferred style of working for some folks on your team and present a whole new realm of challenges for others. All of these feelings are valid.
It’s important for managers to understand and acknowledge this, and find ways to support their team through the ups and downs of remote work.
“[For the team as a whole] we’ve tried very hard not to add any additional meetings so our cadence stayed more or less the same. I will say though, there are people doing a lot more pairing sessions than they used to. That's been my team's solution to feeling alone in their work — regular pairing sessions with different permutations.” — Madison Capps, Engineering Manager
As a manager, the most important thing you can do to fight burnout is to lead by example. Share how you’re doing every day, be protective of your team’s focus time, and champion flexible work schedules and a healthy work-life balance.
Be prepared to experiment, try new things, and learn from your mistakes. Most importantly, listen to your team to find out what’s working and what isn’t. There’s no one size fits all approach to remote work — for teams or for individuals.