Burnout – a top down problem?Burnout at the workplace was a serious problem, even before the outbreak of the pandemic. Covid 19 has only exacerbated the problem.In a recent article in the HBR, Jennifer Moss makes the case thatburnout needs to be addressed at an organisational rather than an individual level.It’s the organisational context that is most often the origin of burnout.So placing the burden of relieving burnout in individuals alone may not work.This requires upstream interventions, not downstream tactics.A survey done by Stanford University also agrees with this conclusion.76% of the respondents attributed burnout to the excessive demands on their workloads.Leaders responsible for creating cultures will need to take the initiative to make structural changes.Over committing and trouble saying No, are the main challenges.While the motivation to push oneself may be well intentioned, it may not be achieving the desired result.Traditional metrics of success may need to change, if individuals are to flourish.Following simple solutions mentioned in a recent article could be of value.Employees should be given clarity on what matters most to their managers, so that they can invest their time and energy accordingly.Employees often feel pulled in different directions and fall victim to investing in things they think that matter.Rather than what’s really critical to their managers and teams.So focussing employees on tasks with most return on their investment can be of great help.When managers share what matters to them, it reduces the pressure and sense of overwhelm.Employees could also use a bit more of curiosity to understand their managers’ expectations and goals.Even small shifts can have enormous impact.What steps and changes do you think leaders can make to ameliorate the problem?Do share your views in the comments.skillgrill #leadership #work #burnout #hr