1. Recognize

One of the first steps to mitigating manager burnout is recognizing and showing concern that a person is experiencing burnout, which can help them feel seen, understood, and cared for, Zucker writes.

Zucker also recommends recognizing the employee's efforts and positive contributions or impacts on the company. One study of more than 12,000 employees by Workhuman and Gallup found a strong positive correlation between employee recognition and well-being, which led to better business outcomes.

Recognizing an employee's contributions can also show them they're making a difference, and can help counter feelings of diminished efficacy, reduce cynicism or mental distance, and help them derive more meaning from their work, Zucker writes.

"When we take time to recognize people, it not only has a positive impact on them but on ourselves as well," said Christopher Littlefield, an employee appreciation and workplace culture expert. "The act of noticing what is going well, celebrating progress, and sharing the impact of their work helps us generate meaning, hope, and a sense of belonging — all things known to promote well-being. This can be as simple as taking five minutes to write a meaningful thank you note, give a quick compliment, or even use reflective recognition."

2. Reconnect

Making time for personal connection among managers as a group can help fight against feelings of isolation that often come with burnout, especially for remote workers, Zucker writes. A sense of community can also create a space where managers can share their challenges and successes with their peers, allowing them to feel supported.

Similarly, connecting one-on-one could be more impactful to some employees. "Picking up the phone to check-in on a colleague can help remind someone that you are there for them," said Adam Smiley Poswolsky, a workplace belonging keynote speaker. "Reconnecting with a coworker you haven't spoken to in a while can provide them with energy and inspiration – especially when they are struggling with stress or burnout."

"A simple act of kindness — like remembering a coworker's birthday, or buying a colleague their favorite coffee order, makes people feel like they belong," Poswolsky added. "When we provide more time and space for human connection at work, we normalize talking about the full spectrum of human emotions, of which burnout is one of the most common. When we normalize talking about burnout or stress or loneliness, we help people feel less alone, which in turn can help them feel much better."

3. Re-work

Manager burnout is often largely derived from an excessive amount of work. As new priorities come up, existing projects often don't get de-prioritized, Zucker writes.

Zucker recommends conducting an audit of what each manager is working on and what's taking up the majority of their time. Then, identify the top three areas that will make the most difference on the organization's goals and focus your managers' efforts there while de-prioritizing everything else.

During this audit, take time to understand each manager's workload and capacity, and re-distribute work if needed, Zucker writes, adding that this should be a regular practice.

4. Re-evaluate team agreements

Empower your managers and help fight burnout by revising agreements on how everyone works together, Zucker writes. For example, you could set certain boundaries on your team, like not sending evening or weekend emails, establishing specific days with no meetings, and creating new norms that can help create a sense of agency for workers.

Decide as a team how to hold everyone accountable to these commitments and give each other permission to push back or say no, Zucker writes.

5. Regularly check in

You should check in with your managers on a regular basis, especially those who are showing signs of burnout, Zucker writes. See how they're doing and figure out ways you can support them.

Ask where they're stuck and create a safe place for them to speak up and tell you that they're overwhelmed so you can figure out how to make work less taxing by clearing obstacles and redistributing work for them.

6. Rest

Taking a break from work and decompressing is a necessary step to restoring your managers' energy levels and helping them to both mentally and physically reset, Zucker writes.

Ensure the expectation that managers use all of their vacation time. Making it mandatory can help counteract a warrior mentality within your company's culture that can contribute to burnout, Zucker writes.

However you do it, Zucker writes that you need to give your employees permission to unplug entirely while they're away, and you should role model this for your team as well.

"The remedy for burnout is not an instantaneous single solution, nor is it one-size fits all," Zucker writes. "Using the above strategies in combination over time will allow you to not only support and recharge your burned-out leaders, but also to keep burnout at bay going forward." (Zucker, Harvard Business Review, 8/2)

Workforce burnout has been a long-standing challenge for hospitals and health systems, even before the COVID-19 pandemic. The impact of burnout is far reaching, impacting turnover, absenteeism, engagement, and quality. Access the report to find out what steps you can take to invest in the wellbeing of your healthcare workforce.