The document discusses burnout in the tech community. It defines burnout as a syndrome resulting from chronic workplace stress characterized by feelings of energy depletion, increased mental distance from one's job, and reduced professional efficacy. Gallup surveys found high rates of burnout among millennials and negative impacts of burnout like increased sick days and job turnover. Common cultural issues that contribute to burnout are unfair treatment, high workload, lack of role clarity, unreasonable expectations, poor management, and lack of digital boundaries. The document recommends ways managers, organizations, and individuals can help address burnout through listening, encouraging teamwork, making work purposeful, mindfulness practices, and designing jobs for autonomy.
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2. World Health Organization
May 29, 2019
Burnout included in the International Classification of Diseases as an
occupational phenomenon
Burnout is a syndrome conceptualized as resulting from chronic workplace
stress that has not been successfully managed. It is characterized by three
dimensions:
feelings of energy depletion or exhaustion
increased mental distance from one’s job, or feelings of negativism or cynicism
related to one's job
reduced professional efficacy
3. About me
Managing Partner at Sleight-of-Hand Studios
Principal at Insightful Culture
Decades spent in tech sector
Mindfulness and yoga teacher
4. Session objectives
Understand the causes of burnout in the workplace
Identify how management can adjust the organizational culture
Understand the concept of mindfulness and the current supporting
research
Learn how we can become less reactive and reduce stress
for a lifetime
5.
6. Gallup 2018 Survey of Millennials
28% millennials claimed frequent or constant burnout at work,
compared to 21% of older workers
Additional 45% say they sometimes feel burned out at work
7 in 10 millennials experience
some level of burnout on the job
7. 63% of burned out workers are more likely to take a sick day
23% more likely to visit the emergency room
Twice as likely to agree that the job interferes with family life
Three times as likely to look for another job
Half as likely to discuss performance goals with their manager
13% less confident in their performance
8. Are you currently
suffering from job
burnout?
OVERALL 57.16%
Credit Karma 70.73%
Twitch 68.75%
Nvidia 65.38%
Expedia 65.00%
Oath (Yahoo) 63.93%
Oracle 63.25%
Intuit 62.75%
Snapchat 60.40%
Lyft 60.16%
Cisco 59.70%
Amazon 59.53%
11. Cultural issues related to burnout
Unfair treatment at work
Workload
Lack of role clarity
12. Cultural issues related to burnout
Unfair treatment at work
Workload
Lack of role clarity
Unreasonable expectations
13. Cultural issues related to burnout
Unfair treatment at work
Workload
Lack of role clarity
Unreasonable expectations
Poor management
14. Cultural issues related to burnout
Unfair treatment at work
Workload
Lack of role clarity
Unreasonable expectations
Poor management
Digital boundaries
15. What is the effect on our businesses?
Sabotaging workforce retention
Absenteeism
Low productivity
Missed deadlines
Lack of creativity
No long-term vision
16. 3 C’s of stress hardiness
Suzanne Kobasa, PhD
Bring perspective to stressful situations
Interpret situations in a less threatening manner
Decreases the ability of stressful events to produce reaction in
the nervous system
36. “Mindfulness means paying attention in a particular
way: on purpose, in the present moment, and
nonjudgmentally.”
-Jon Kabat-Zinn, Ph.D.
University of Massachusetts
Centre for Mindfulness in Medicine
37. How do we practice?
Focused attention practice
Mindful movement
Informal practice
What we take in
38. Study results
40 to 50-year-old meditators had the same amount of gray
matter in their prefrontal cortex as the 20 to 30-year-old ones
Long-term meditators have larger amounts of gyrification than
people who do not meditate
Direct correlation was found between the amount of
gyrification and the number of meditation years
Proof of the brain’s neuroplasticity; the ability adapt to
environmental changes
fMRIs showing less reactivity and ability to shift from aggressive
side of the brain to the creative side
39. “Our brains are always being shaped, wittingly or
unwittingly. [Mindfulness] is a way of taking
responsibility for your own mind.”
-Richard Davidson
Waisman Center, University of Wisconsin-Madison
40. Mindfulness is:
Participatory medicine
Evidence based practice
Non-judgmental focused
attention
Innate capacity to know what’s
happening as it is happening
A way of being fully present
Awareness
Heartfeltness
Your relationship with yourself
Being secular
Mindfulness is not:
A technique
Creating a blank mind
Getting rid of thoughts
Deconstruction of the mind
Group therapy
Goal setting
Striving
A cure
A quick fix
Relaxation
Cult/religion
43. Thank you!
Dori Kelner, MS
Principal
Insightful Culture
703.774.8066
dori.kelner@insightfulculture.com
Twitter: @dorikelner
LinkedIn: https://www.linkedin.com/in/dorikelner
Editor's Notes
Anxiety, depression insomnia, emotion/physical exhaustion, loss of cognitive function - STRESS
7,500 fulltime US employees
This is the question that Blind—a workplace app for tech employees—set out to answer through a user survey.
The app is used by 40,000 Microsoft employees, 25,000 from Amazon, 10,000 from Google, 7,000 from Uber, 6,000 from Facebook, and thousands from other tech companies, so there is wide representation in their survey results.
Bias favoritism, Unfair compensation, mistreatment, mistrust of manager, teammates, or executive leadership, bullying, disrespect
2-3 times more likely to experience burnout
high performance becomes hopeless if drowning in unmanageable workload
Too much overtime
become exhausted trying to figure out what people want from you - 40% don't know what is expected of them
Good scheduling results in 70% less likelihood of burnout - missing deadlines has snowball effect
Disconnect from company strategy
Expectations of multitasking
Micromanagement
Unloading at end of day and end of week (WSJ – Sunday night is the new Monday Morning and Workers are Miserable
Expectations that you should come to work despite physical or mental illness
Ever changing industry; Commodization of work
5 to 8 percent of national spending on health care as of 2015
Stress is seen as an individual problem, not an employer problem
The Hardy Executive: Health Under Stress
Clinical psychologist – studied executives at Bell Telephone in the 1970s
Hardiness is a factor of psychological resilience
Certain personality traits protected some from stress affecting their health – learn bring perspective
Perceive difficulties as challenges, not threats
Curious to find new angles and ideas
Accept change as the one constant thing in life as an opportunity to grown and learn
Feel empowered to make things happen – focus on purpose & intent
Recognize what is beyond their control – don’t angst, flexible, adaptable
Viktor Frankl, psychiatrist at Auschwitz - the one thing that you can not take away from a person is their choice of how they deal with the difficult situations in which they find themselves
Part of a larger purpose
Motivated to find meaning in their work, best effort
Social support and ability to ask for others for help
listen to work related problems - 62% less likely to burnout, listen address, care about them as people
create environment where people help each other and listen
actively solicit opinions and ideas - gives people a sense of control over their work
actively solicit opinions and ideas - gives people a sense of control over their work
57% less likely to experience chronic burnout
Provide a support environment - Employee well-being is the right thing to do.
Reduces turnover and sick days, and boosts productivity and creativity
Maximize productivity and minimize burnout
Employees should be evaluated by metrics that are under their control. metrics should not be a source of frustration
must be able to immerse in work, when and where they want
give people flexibility and control over how work gets done.
43% less likely to burnout when they have a choice in what to do and how much time to spend on them.
Reduce ambiguity
natural office lighting - lifts moods and depression. provide choices for personal preferences
create inviting collaboration spaces - 26% less likely to experience chronic burnout - space, whiteboard, teleconferencing
How do we become fully present?
Tree sways with the breeze but doesn’t fall down.
Stress setpoint
Coping with stress – automatic habitual stress reactivity
Stress response – Check for concussion, Don’t let anyone move you
Ph.D. in molecular biology from MIT
biggest role in establishing the scientific credibility of mindfulness in the West
founded the Mindfulness-Based Stress Reduction (MBSR) program in 1979
“folding” of the cortex, which may allow the brain to process information faster
possibly providing further proof of the brain’s neuroplasticity, or ability to adapt to environmental changes
2 Sara Lazar, a neuroscientist at Harvard Medical School - age-related thinning of the frontal cortex that otherwise contributes to the formation of memories https://observer.com/2017/06/neuroscience-mindfulness-brain-when-you-meditate-development/
Reps in the gym
Focused attention practice
Mind wandering
When we find the space, when we learn to respond and not react, we will find a life changing experience. One in which we feel less stress, more awareness, loving compassion. It’s not a promise of rainbows and unicorns. Have the strength to try; to fall and get back up. Take responsibility for retraining your brain. Be fully present. Return to your true self.
There are apps. Not supportive like a teacher-led community.
Space of shared presence.
Use a timer app or search for MBSR meditations.
Offer resources