For our latest conversation, we chatted with Dr. Sarah Cotton, an organisational psychologist and co-director of Transitioning Well. In our conversation, Sarah spoke about why burnout is becoming more common and how our always-on culture contributes to it.
She also explained the ’empathy gap’ at work, offering practical advice for managers to better support their teams and create a safe, inclusive environment. With her down-to-earth approach, Sarah’s insights are invaluable for anyone looking to improve work-life balance and foster a healthier workplace.
Dr. Sarah, the Allianz research points out that burnout is on the rise. From your perspective, what’s driving this increase in burnout among employees?
Burnout isn’t a new phenomenon, but there are several factors that are causing a rise. Our ‘always-on culture’, with constant emails and notifications, can really blur the lines between life and work. Factors like this constant connectivity along with increased workloads, prolonged stress, cost of living pressures, and the blurring of life-work boundaries all contribute to this rise.
This constant pressure cooker environment can leave employees feeling exhausted (i.e., ‘full plates and empty tanks’) and importantly, we know that exhaustion often precedes burnout, so intervening early can help to mitigate the risk of widespread burnout in our organisations.
Important Definition Note on Burnout:
Burnout is included in the 11th Revision of the International Classification of Diseases (ICD-11) as an occupational phenomenon. A syndrome resulting from chronic workplace stress that has not been successfully managed.
It is characterised by three dimensions: 1) feeling of energy depletion or exhaustion; 2) increased mental distance from one’s job or feelings of negativism or cynicism related to one’s job and 3) reduced professional efficacy – feelings of incompetence and self-doubt. SEE World Health Organisation
Allianz Research Notes: 48% (nearly half) of Australian employees claim they feel fatigued and burned out in their current work environment.
The idea of an ’empathy gap’ in the workplace really stood out to me. Can you explain what that looks like in everyday work life and how it impacts employees’ mental health and satisfaction?
The empathy gap exists when workplace challenges are not handled with the level of care necessary for all employees. Put another way, the empathy gap can be thought of as a disparity gap between what managers may perceive they’re doing, and the actual support people are getting.
Managers may think that they are offering support and understanding, but the reality for employees can be vastly different. In the Allianz research, 31% felt their manager lacked empathy or compassion toward their personal circumstances and how they impacted their ability to do their job effectively.
Encouragingly, however, the research also showed us that there isn’t a lack of interest from workplaces or leaders to do better, but rather a lack of knowledge and understanding on how to have these conversations. The importance of building consistent leadership capability is critical to bridging this gap.
For example, at Transitioning Well, we often talk to leaders about ‘Ask, don’t assume’ – the importance of really listening to an employee’s concerns and not making assumptions about what they may need.
Finally, to really bridge this gap, I believe we also need to acknowledge the strain managers are under and the importance of supporting them well too. After all, it’s hard for a leader to be compassionate to others if their ‘plate is full, and their tank is empty’. Leaders need to be well so they can lead well!
A lot of employees feel their personal situations aren’t handled with enough care at work. What advice would you give to managers to better support their team’s diverse needs and experiences?
A one-size-fits-all approach doesn’t work. The key is to know your people and prioritise and promote open two-way communication. Schedule regular check-ins with your team members where you can actively listen without judgement and be empathic to their situations. When possible, offer flexible work arrangements or alternative schedules to accommodate personal needs.
Explore resources available to your organisation, such as Employee Assistance Programs (EAPs) or mental health programs, and champion their use within your team so they know they are available. Allianz data shows only 24% of employees feel their employers go above and beyond to create a mentally healthy workplace.
Remember, what works for one person might not work for another. Be open to creative solutions and ongoing conversations to review what it is working and ensure your team feels supported – don’t set and forget!
By offering flexible work arrangements, promoting healthy work-life boundaries, and providing access to appropriate resources and support, organisations can demonstrate genuine care for their employees’ wellbeing.
Psychological safety is mentioned as being super important for a healthy workplace. What are some practical ways managers can create an environment where employees feel safe to speak up and share their thoughts?
“Psychological safety is a shared belief held by members of a team that it’s OK to take risks, to express ideas and concerns, to speak up with questions, and to admit mistakes — all without fear of negative consequences”.
(Harvard Business School Professor Amy C. Edmondson coined the term “team psychological safety” in the 1990s)
Psychological safety is integral to a healthy and thriving workplace so that workers can bring their whole selves to work. It allows employees to take risks, share ideas, and admit mistakes without fear of retribution. This sense of security is crucial for fostering innovation, learning, and high performing teams.
While improving psychological safety requires a concerted effort from both leaders and team members alike, some practical ways that managers can create an environment of trust include:
Lead by example. Share your own struggles and openly discuss mistakes as learning opportunities.
Normalise asking for help and celebrate successes of all sizes.
Focus on creating a space where open communication is the norm.
When someone makes a mistake, lead with curiosity, not blame. For example, if a team member makes a mistake focus on asking questions such as ‘Where do you think we could have done this better? “What lessons can we taken from this for the next project?”. This fosters trust and encourages team members to learn from each other.
With cost of living pressures and internal workplace dynamics affecting job satisfaction, how can employers juggle these external and internal challenges to create a more supportive work environment?
Today’s employers face a complex challenge: supporting employee wellbeing while navigating those external pressures. Internally, focus on building a supportive and healthy work environment. This means manageable workloads, clear boundaries between work and personal life, and open communication channels.
Allianz data also shows 48% of surveyed employees report feeling fatigued and burnt out – a clear sign of workload pressures. Encourage employees to not only build in recovery time through taking annual leave but also into every day such as taking lunch breaks and breaks between meetings.
Additionally, explore flexible work arrangements to empower individuals to manage their personal needs no matter what season they are in. Externally, acknowledge the real-world stressors impacting employees. For example, Allianz research highlights that over a third (35%) of Australian employees identify cost of living pressures as a major concern. Consider creative solutions to help ease these burdens.
For example, childcare subsidies or additional leave during school holidays can make a significant difference. Offering financial wellness programs can also equip employees with tools to manage their finances effectively. By addressing both internal and external challenges, employers can create a more supportive work environment that fosters employee wellbeing and reduces burnout.
It’s concerning that many employees with disabilities or who are neurodivergent feel they can’t be open about their personal situations at work. What steps can organisations take to make these employees feel more included and understood?
An organisation that embraces inclusivity can see incredible benefits. However, for employees with disabilities or who identify as neurodivergent, feeling truly included can be a challenge. Many fear disclosing their needs due to a perceived stigma or worry about potential limitations it might place on their careers.
Organisations can take several steps to create a more inclusive environment. For example, awareness training for managers equips them to understand and support employees with different needs. To create a workplace where employees feel supported, managers need to foster a culture of open communication.
This includes developing clear channels for requesting reasonable accommodations, making the process less stressful for everyone. Building trust and psychological safety is important here, because when employees feel comfortable being themselves at work, it fosters engagement, innovation, and a stronger sense of belonging.
Expert education by reputable providers is also essential for any workplace to upskill in any form of inclusion and diversity. Ensuring that policies and processes are also co-designed and developed should be business as usual for the people and culture teams of any workplace.
The research shows a lot of employees are thinking about leaving their jobs in the next 6-12 months. What can businesses do proactively to improve retention and make sure their employees are happy and healthy?
Organisations can promote a healthy work-life balance by encouraging employees to take breaks and disconnect after work hours. Offer competitive compensation and benefit packages that recognise and reward good work.
Invest in ongoing training and development opportunities to keep employees engaged and feeling valued. Provide opportunities for growth and advancement within the organisation. Recognise and celebrate employee achievements, both big and small. Prioritise open communication and actively solicit employee feedback.
By addressing their concerns and creating a work environment that fosters wellbeing, businesses can build stronger employee loyalty and reduce staff turnover. Finally, in our work across Australian workplaces, we are seeing that employees increasingly want to feel a sense of purpose and belonging in what they do, and being able to align their work with their values and interests increases the likelihood they will stay with an organisation.
We hear a lot about diversity and inclusion, but it’s more than just a buzzword. Can you share some benefits you’ve seen in companies that have really embraced diversity and inclusion practices?
We know that organisations that genuinely embrace diversity, equity and inclusion (DE&I) practices experience a range of benefits. A diverse workforce brings a wider pool of talent and perspectives to the table. This fosters creativity and innovation as employees with different backgrounds and experiences approach problems from various angles.
DE&I also leads to better problem-solving. Having a team with a wider range of viewpoints allows for more comprehensive analysis of situations and the development of more effective solutions.
Importantly, we also know that more diverse workplaces also benefit from increased engagement, reduced absenteeism, and mental health claims. In short, organisations that embrace DE&I create a stronger, healthier more innovative, and successful organisations.
