Paul Saunders to Managers: Here’s How to Manage Burnout

It can happen in any line of work. Everything seems to be working out fine, then suddenly the job feels more challenging than it used to, the tasks are harder to complete. Burnout is fairly common, and it can upend a promising career. Fortunately there are signs that burnout is setting in, and Paul Saunders of James River Capital knows what to do in order to keep things moving smoothly.


For Saunders, one of the main instigators of burnout is schedule inflexibility. Schedules that prioritize tasks over ability can make employees feel like there’s no sense to the day’s events. This can make a work environment feel oppressive, trapping staff members in a mindset where there’s more things to do than there are hours in the workday. That can cripple their performance.


Organization is a must for any well managed office. Saunders starts the workday with 15 minutes set aside to arrange tasks to meet the needs of staff members. This leads to setting reasonable goals that can be met by the end of the workday. With a sense of attainability introduced into the workday, employees are given incentive to increase productivity.


If you want to keep an office functioning well, Saunders urges managers to prioritize communication. Everyone has an idea of how their career is going or what’s going on in the office. But if managers aren’t in constant communication with employees, those expectations may not line up with reality. This can make some resentful of the workplace or find themselves out of place when developments take place in the office.


Saunders points to a failure in leadership when communication isn’t taking place in the office. Managers ought to make it part of their regular function to tell employees how they are performing at work, making it clear to them if they’re doing well or need improvement. This will make promotions or setbacks easier to accept. Memos and workshops ought to be regular enough to make sure no one is surprised by what’s taking place, and it’ll go a long way towards making everyone feel included and accepted at work. Learn more:


But perhaps the most personal cause of burnout is a loss of confidence. When employees doubt their every action, continue to judge their work, and doubt their ability to perform routine tasks, it’s a sign that the pressure of the job is getting to them. Saunders would make one-on-one consultation a priority for managers wanting to save employees from failing at tasks their competent enough to complete.


Using reasonable benchmarks and small tasks, a manager can help an employee rebuild their confidence through incremental achievements. This will rebuild their confidence, while also reminding them that they are an asset to the team by contributing meaningfully to office-wide projects.

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