Is employee burnout a personal issue or an organizational problem? Listen to Limeade founder and CEO Henry Albrecht and Whil founder and CEO Joe Burton to hear how they battle burnout — and their advice for you.

1. | © 2018 Limeade1
2 CEOS BATTLING
EMPLOYEE
BURNOUT
And Their Advice For You
Henry Albrecht, Limeade CEO
Joe Burton, Whil CEO

2. | © 2018 Limeade2
WHAT WE’LL
COVER TODAY
• Understanding well-being
& engagement
• The science of burnout
• Why burnout is an
organizational issue
• What employers can do
• Q&A

3. | © 2018 Limeade3
Henry Albrecht, Limeade CEO Joe Burton, Whil CEO
ABOUT OUR SPEAKERS:

4. | © 2018 Limeade4
Limeade is an employee
engagement company
that builds great places to
work by improving well-
being and strengthening
workplace culture.
Whil provides digital
mindfulness training in
order to help employees
reduce stress, be more
resilient and improve their
sleep and performance.
ABOUT LIMEADE & WHIL

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WELL-BEING &
ENGAGEMENT

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WELL-BEING DEFINED

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WHY DO YOU FOCUS
ON WELL-BEING AS
A COMPANY?

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WELL-BEING
DRIVES
ENGAGEMENT
(and vice versa)
(2016 Well-Being and Engagement Report (Limeade/Quantum Workplace))

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POLL: WHAT IS EMPLOYEE
ENGAGEMENT?
A. Participation in a program
B. Job satisfaction
C. Discretionary effort
D. None of the above

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EMPLOYEE
ENGAGEMENT
DEFINED
A deep CONNECTION and sense
of PURPOSE at work that creates
extra ENERGY and COMMITMENT

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IT’S ABOUT
ENERGY…

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WHAT DO ENGAGED
EMPLOYEES SAY?
• I like the work that I do and
it is energizing to me
• I’m challenged and learning
• I’m making a difference and
have purpose
• I’m valued, included and
treated fairly
• I’m using my strengths
• I can focus with reasonable
levels of stress
• I can have a life outside of
work
• The people around me
respect and support me
• The organization supports
me and cares
(Limeade Institute, 2017)R2 = .78

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WHY SHOULD
ORGANIZATIONS
INVEST IN
WELL-BEING?

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When employees have
well-being in their
lives, they’re more
engaged
More engaged
employees mean
better business results
GREAT COMPANY MODEL

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(SHRM, 2006)
5X
LESS LIKELY
TO HAVE
A SAFFETY
INCIDENT
ENGAGED EMPLOYEES =
REAL BUSINESS RESULTS
and 40%
more
productive
that of peers
MORE
PROFITABLE
STOCK PRICE
GROWTH
(Aon Hewitt, 2009)
(Hay Group, 2010)
2.5x
78%

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ORGANIZATIONAL SUPPORT

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ORG SUPPORT IS KEY
of those with high well-being and
organizational support recommend
their company as a great place to
work
99%
of employees with high well-being
and organizational support say they
are going to stay
91%

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BURNOUT

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BREAKING DOWN SILOS

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AN IMPORTANT
DISTINCTION
BURNOUT
• I have cared so deeply,
for so long, without a
break from the stress
that I have become
depleted and cynical
DISENGAGEMENT
• I am past the point
of caring or I have never
cared at all
This is just a job I have given everything
to this job

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BURNOUT DEFINED
Burnout is when people have been highly
engaged for a long time, without the personal
skills and organizational support to maintain
their well-being. It is a harmful INDIVIDUAL
AND ORGANIZATIONAL VIRUS that targets
your MOST COMMITTED EMPLOYEES.

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HAVE YOU EVER
EXPERIENCED
BURNOUT?

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WHAT DOES IT LOOK LIKE?
A prolonged exposure to chronic emotional and
interpersonal stressors. It’s defined by:
I’m so tired
I feel depleted
I’m so fed up,
I just don’t
care anymore
I’m not making
a difference
EXHAUSTION CYNICISM INEFFICACY
(Maslach, Schaufeli, & Leiter, 2001)

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BURNOUT IS SAD FOR PEOPLE
AND BAD FOR BUSINESS
Workplace stress caused up to
EMPLOYEE
DEATHS
213%
Turnover costs
businesses up to
(Goh, Pfeffer & Zenios, 2015, Cap, 2012)
OF ANNUAL SALARY
FOR HIGHLY SKILLED
EMPLOYEES
BILLION IN ANNUAL
COMPANY SPENDING
Job insecurity and high work demands caused
$190
30,000

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PERSONAL
• Lower productivity
• Stress-related health issues
• Increased substance abuse
• Can precipitate anxiety,
depression and decreases
in self-esteem
ORGANIZATIONAL
• Reduced organizational
commitment
• Absenteeism
• Intention to leave
• Actual turnover
BURNOUT. SAD AND BAD…
(Maslach, Schaufeli, & Leiter, 2001)

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AND IT’S
CONTAGIOUS…
• Greater personal conflict at work
• Increased work disruption (“inefficacy”
affects colleagues & customers)
• “Spillover” into people’s lives outside of work

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YOU HAVE TO
BE ON FIRE TO
BURN OUT
You have to care, you have to
be all in, you have to be
engaged, to get to the point of
burning out
Burnout happens when you
have high engagement but
low well-being

28. | © 2018 Limeade28 (Limeade Institute, 2017)
(n=131,179’ into footnote area. E.g. n=219,043. HE n = 131,179, ME n = 70,750, LE n = 17,114)
Those with high
engagement report the
lowest levels of stress
ENGAGEMENT & STRESS
Those with high engagement and
high stress may be displaying the
early signs of burnout

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THE POWER OF STRESS
Source: APA Stress in America: The Impact of Discrimination Report, 2016
“Extreme” stress
grew by 35% in
the past two years
Year
% of people experiencing extreme stress

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The negative impact
on mental health is
growing fast
THE IMPACT OF STRESS
APA Stress in America: The Impact of Discrimination Report, 2016

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POLL: WHO CAN
FIX/PREVENT BURNOUT?
A. The individual
B. Managers
C. Organization
D. All of the above

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WHO CAN FIX/PREVENT
BURNOUT?

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EMPLOYEES NEED
TO UNDERSTAND
THEIR ROLE IN
CAUSING AND
PREVENTING
BURNOUT
PRIMARY CAUSES OF BURNOUT
• Constant distraction
• Unhealthy mental habits
– Training a worried mindset
– Practicing negativity
– Avoiding recovery time
• Poor sleep
• 91% errors/injuries from human mistakes
• Us vs. them culture
IT’S NOT THE COMPANY,
IT’S THE EMPLOYEES
Confidential

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ORGANIZATIONS
NEED TO
UNDERSTAND
THEIR ROLES IN
CAUSING AND
PREVENTING
BURNOUT
PRIMARY CAUSES OF BURNOUT
• Overload—workload and time pressure
• Role conflict and ambiguity
• Lack of support from managers
• Lack of feedback
• Lack of participation in decision making
• Lack of fairness and equity
• Values disconnect
• ”Broken” psychological contract
IT’S NOT THE EMPLOYEES,
IT’S THE COMPANY
(Maslach, Schaufeli, & Leiter, 2001)

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BURNOUT
PREVENTION

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ORGANIZATIONS
1. Authentically commit to and support the
WELL-BEING of your employees — care
about them as people
2. Have explicit efforts to connect people to
MEANING AND PURPOSE
3. BE INTENTIONAL ABOUT YOUR CULTURE
and know your people

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MANAGERS
1. Actively SUPPORT THE WELL-BEING of
your employees
2. Think about your job as being the GLUE THAT
CONNECTS each employee to the company
(and vice versa)
3. Create the conditions for your employees to be
engaged: Remove obstacles, help employees
connect to the PURPOSE OF THE COMPANY
AND TO EACH OTHER

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MANAGERS PLAY
A CRITICAL ROLE
(Limeade Institute 2017, Gallup, 2015 & 2017)
Employees who rate
their managers as
excellent are
5xMORE
ENGAGED
than those who rate
their managers
as poor
Managers account
for up to
70%
OF THE
VARIANCE
in employee
engagement
Managers are the
#1most important driver
of the perception of
organizational support

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INDIVIDUALS
1. Schedule time for RECOVERY and treating yourself right
2. Find projects and people that give you ENERGY
3. Continue developing a WELL-BEING MINDSET:
resilience, positivity, reframe
4. Seek and re-connect to your PURPOSE
5. Do not underestimate SOCIAL connection
6. Look for ORGANIZATIONAL SUPPORT

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Q&A

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CODES FOR TODAY’S
C.E. CREDITS
SHRM: 18-H9SNQ
HRCI: 358141
Whil Mindful Leader: WHIL-BURNOUT
This program is valid for 1 P.D.C. for the SHRM-CPSM or SHRM-
SCPSM, 1 recertification credit hours towards HR Certification
Institute’s PHRⓇ, SPHRⓇ and GPHRⓇ and 1 C.E. credit for
Creating Mindful Leaders 2018 Recertification.

42. | © 2018 Limeade42
POLL: HOW DID YOU ENJOY
TODAY’S WEBINAR?
A. Excellent, loved it!
B. Good
C. Just okay
D. Not great — I’m asleep

43. | © 2018 Limeade43
THANK YOU