The following is a summary of a two part webinar series on Beating burnout in the modern workplace. Below, we outline Part 2, which features Target’s Ted Egly and Network Leader’s Nick Petrie. Missed our Part 1 summary? No worries, check it out here now, or save it for later!
In this Webinar Series, these leadership development professionals discussed factors driving burnout, outlined the causes, detailed the early indicators, and explored how professional networks can contribute to and mitigate burnout. Visit the full webinar recording video for part I here, and part II here.
Ted Egly is a seasoned leadership development practitioner spanning over two decades defined by leading high-performing and diverse teams, consulting top companies, and currently oversees Executive Development at Target. Ted has adeptly led, consulted, coached, and created leadership programs that have catalyzed transformational change and driven leadership excellence.
Nick Petrie is a researcher and speaker on leadership, resilience, burnout prevention, and healthy performance cultures. A New Zealander, with significant international experience, Nick has lived and worked in the U.S., Europe, Asia, The Middle East, and Scandinavia. His clients include Google, Walmart, NASA, Delta, and the White House. Nick Petrie has worked globally across healthcare, tech, banking, education, energy, law and television. He holds a Master’s degree from Harvard University and is the author of Work Without Stress: Building Resilience for Long-term Success.
Ted boiled down burnout to a simple equation: Too many demands + unrealistic expectations + lack of replenishment = burnout. To this point, Nick reviewed the results from hundreds of qualitative interviews with leaders across many industries.
Ted discussed the importance of genuine, authentic connections to discuss burnout. These authentic connections often advise you to take time off, stop replying to emails after a specific time in the evening, and hold you accountable for shutting down.
Nick discussed how the diagnostic highlights where an individual gets the most support from their professional network and visually displays how peer relationships impact their likelihood of burnout.
Ted discussed the linear and causal relationship of how individual habits impact individual choices that affect organizational outcomes. He outlined the need for:
Leaders in organizations have a responsibility for setting the tone, both in terms of the way they perform their work and the way they set work aside. The speakers discussed four elements to consider that set the tone:
During Covid, the demand for excellence and results rose significantly, adding to the stress on individuals to achieve and sustain elite performance. Ted noted how many individuals strategically plan the work side of their lives and under plan the recovery side. For example, he referenced elite athletes who do interval training to maintain peak performance where rest is essential.
Many individuals work in organizations where they spend many hours daily on shallow work vs. deep work that requires complete focus and cognitive attention. As such, many tech companies have established guardrails to ensure sufficient time for deep work time. Solutions include: