Escaping the Burnout Trap
We all aspire to be at our professional best: calm, energised and committed – fully engaged in our job. After all, that’s also how we would prefer our surgeon, airplane pilot or our kids’ teacher to come to work.
However, the reality is that we often find ourselves at the opposite end of the spectrum: feeling drained, empty, and disheartened. This typically happens after prolonged periods of intense work, stressful interactions, or conflicts with colleagues.
Ending up in the survival zone
Why are burnout rates so high in all businesses around the world? Research by Tony Schwartz, CEO of The Energy Project, reveals a concerning trend: many employees don’t operate regularly in their “performance” zone. In fact, too many of us operate from the “survival” zone, spending too much time and energy to manage stress, frustration, impatience, fear, and defensiveness. Traditionally competitive workplace expectations contribute to this phenomenon.
The key issue is that we can’t access our top performance whilst in a negative state of mind. Instead of focusing on whatever mission we’re on, we use our mental energy to manage potential threats.
The physiological toll
On the physiological level, operating in the survival mode triggers the automatic "fight or flight" response, flooding our bloodstream with stress hormones like adrenaline and cortisol. However, cortisol is not meant to stay in our system for a long time, and when it does, it damages our immune system, leading to health issues in the long run. Additionally, it inhibits our prefrontal cortex, where our reasoning capacity resides. And finally, it quickly depletes our energy reservoir. Spending long time periods in this “survival” zone may bring us near the “burnout” zone – low energy, negative states of mind.
Breaking free from the culture of fear
Many organisations still adhere to the "carrot and stick" incentive model, often evolving into reward systems driven by fear. This fosters a culture where a substantial portion of employees essentially functions in the "survival" zone, impeding the long-term collective performance of the team.
The antidote to this system is twofold. Firstly, there's an undeniable need for designated time dedicated to positive recovery – the energy "renewal" zone. Secondly, this should be complemented by a working culture focused on intrinsic motivation and psychological safety.
Drawing parallels with sport, Schwartz’s work suggests that a healthy view of our work looks more like a series of sprints, than a marathon. Like athletes, employees should alternate between shorter periods of intense work and efficient recovery. This approach helps maintain high energy levels in a sustainable way, keeping individuals highly engaged, motivated, and performing at their best.
Imagine yourself and your colleagues coming to work full of energy and fuelled with purpose, and leaving for home upbeat, with the sense of accomplishment and satisfaction.
So, in which zone does your team tend to operate? What do you think would be needed to spend more time in the renewal zone?