How are you doing in these challenging and uncertain times?
The 2021 APEX Executive Work and Health Study states 75% of Executives report high levels of burnout and research is clear that everyday behaviours contribute to burnout (or its prevention) at the organizational climate level.
Burnout is not an individual issue such as a character defect or personality issues. Burnout is job-related and situation specific. Much of the burnout research has found that organizational conditions and culture are the primary correlates of burnout. The key factor has been identified as work overload that occurs when job demands exceed human limits.
Every supervisor and manager (regardless of level) has a direct influence on the organizational climate which drives behavior within organizations. Organizational climates need to be aligned to organizational culture.
What does this mean for you, your team and your direct supervisor?
The current operating context and climate within the federal public service can prove to be very challenging for many executives, characterized by constant change, uncertainly, geo-political influence, and unsustainable operational realities following months of realignment or austerity measures in many departments and agencies.
We are all human and challenges in the workplace, high workloads, and high levels of uncertainty can impact us as people – whether we are conscious of it or not. If you catch yourself in a moment of self-doubt and defensiveness, being triggered, impatient or irritable, now is the time to pause, reflect and course correct.
Fostering psychologically safe, respectful, and inclusive workplaces
As an individual, explore concrete actions you can personally take to assess your own level of psychological safety in your current role:
- Prioritize self-awareness and self-reflection – are you behaving in alignment with your core values and the public service code of conduct?
- Take advantage of coaching and mentoring opportunities and leverage all resources available within and outside your organization, such as your ombuds office or conflict management practitioners, or the Workplace Strategies for Mental Health portal where they propose various approaches for people leaders. The Canada School of Public Service also offers job aids and other training available as part of the Learning Paths for Executives. Their tools for leading teams through change and uncertainty are excellent. And of course, never hesitate to reach out to our APEX confidential advisory services for executives.
- Be mindful of your own trauma and triggers that may be preventing you from being your authentic self at work.
- Learn about trauma and triggers for historically marginalized communities, and how systems and culture within the work environment may be contributing.
- Capitalize on your strengths and develop concrete plans to address areas of development or blind spots.
- Pay attention to your communication style and how you are advocating for what you need- ground yourself in your values and ensure alignment with your actions.
As a leader with people management responsibilities, explore concrete actions you can take to create psychological safety for your team:
- Adopt a coaching mindset with your employees.
- Model Vulnerability – Share what you are experiencing and learning, discuss struggles, successes and mistakes. Show the human side of yourself.
- Ask your employees what they need to succeed and act accordingly.
- Commit to learning and developing in the areas of psychological safety and trauma-informed approaches
- Undertake regular self-assessments of your leadership and communication styles to be fully aware of the impact you have on your team, and the climate you are creating as a leader.
- Learn how to give culturally sensitive constructive feedback that will not cause harm or distress.
Prioritize these approaches:
- Care about what your team feels and thinks. Listen to their fears, concerns and make room for debate and dissenting views.
- Make it a priority to develop personal connections with your team members.
- Learn how to Inspire with positive energy – when you feel overwhelmed or not yourself, pause, and try to reframe with positive intent.
- Provide context when feedback or ideas are rejected, or when employees ask why/how certain decisions were made.
- Regularly ask for upward feedback and adjust your style and approaches accordingly.
- Examine how you make decisions and look for opportunities to be more diverse and inclusive in your leadership and communications approaches.
- Work to identify and then confront your beliefs, blind spots, assumptions, and biases and develop alternate ways to behave and lead with more inclusion in mind.
“If you change the nature and quality of the conversations in your team, your outcomes will improve exponentially. Psychological safety is the core component to unlock this.”
– Amy C. Edmonston, Novartis Professor of Leadership and Management at the Harvard Business School.
