So much has already been written about the “Great Resignation” and people valuing themselves and choosing employment that matched their values. In this article, I’d like to discuss burnout and perhaps substitute the word ‘Reflection’ for ‘Resignation’.
We’ve known for many years that women tend to statistically do more in the home than men. At this point, I will apologise to those who identify as other than men or women – I am purposefully targeting the large groups of people who identify as traditional genders to illustrate my points. To quote a recent McKinsey podcast “The state of burnout for women in the workplace”, “One in three women, and 60 percent of mothers with young children… spend five or more hours a day on housework and caregiving.” Five or more hours per day.
Is it any wonder that during the pandemic recovery, people are re-considering what’s important to them? Quite frankly, we’re tired, exhausted from trying to hold it all together. The podcast highlights that for the most part, women are concerned about what it means for their performance appraisals. How many companies have been (until now) concerned about or ‘felt’ responsibility for the demands placed on their staff/personnel and the effects it has on their personal lives?
In steps, the ‘Great Reflection’ that it’s all just too much – work is a part of life, not the entirety of life. I spoke to a CEO of a digital marketing company during the last week who impressed me with his company’s view of hybrid working and fitting work into people’s lives as opposed to fitting life around work. Sure, they have non-negotiables and boundaries – you must deliver and perform. It’s companies like this though that are leading the way with flexibility and role re-imagination while valuing people.
For many years (majority of my career actually) whilst serving in the Australian Defence Force, I would hear how important ‘people’ were to the organisation. I had to eventually settle that my understanding of the sentiment was very different to others’ understanding, particularly where peacetime and/or garrison activities were concerned. Overloading people with the work of 2 or 3 people, performance ‘punishment’, ‘just do it’, ‘you weren’t issued a family’ attitudes were a few of the toxic non-people focussed attitudes that were prevalent during my time.
So, what can we learn from this?
My greatest recommendation is to take the time to be curious.
The world is changing – that’s nothing new. The pandemic has caused a sped-up timeline, however. The thinking, the attitudes and beliefs that got us to this point, will not serve us into the future. While I appreciate that financial and time pressures will continue to be limiting facts, now is a time of great opportunity… if you choose to see it as such.
Would you like an analysis of how your organisation could, dare I say it… ‘pivot’ to meet the environment? Get in touch with me and let’s have a chat.
