I don’t like the term work life blend. It makes me think of a scene in Raina Telgemeier’s graphic novel ‘Sisters,’ where one of the girls forgets to put the lid on the blender before using it. She leaves a mess everywhere.
Work life blend feels messy to me–and not in a good way. Think about what happens in a blender. Everything you throw into it breaks down and mixes into everything else. It’s a destroyer of structure, a creator of amorphous mass. Work life blend is taking care of a sick kid while running a work meeting. It’s talking an employee through a tough situation while eating dinner with friends.
That’s not to say that I haven’t done these things. I have. I’m very glad that I don’t have to miss work or take a pay hit when life intrudes on my business hours, but I pay for that privilege in other ways. Generally, the currency is my focus, my sleep, or my peace of mind.
Does anyone really want to clean their house and put in a full day of work? Is this the ideal that we should all aspire to? That sounds too close to have it all hustle porn.
There’s a healthier way to think about our lives.
Let’s Talk about Soup
Somebody is out there thinking but Teresa, people blend soup too. Yes. They do. But as it turns out, I am the boss of this blog post, and my metaphor is about the sort of soup pictured at the top of this post. The bowl pictures your life, and the liquid is the time you’re allotted on this earth. The ingredients bobbing about in the liquid are what you do. Sometimes things sink to the bottom for a time, only to reappear when other things are removed. The activities remain distinct but mobile.
And in the end, that’s the ideal that most of us aspire to if we think about it. We aren’t looking for opportunities to hold a screaming baby while interviewing clients. Instead, we want the freedom to move our day’s activities around to accommodate a richer life.
So the next time someone asks if I have a good work life blend, I’m going to say no. I’m working on a work life soup, and the day has never been tastier.
What’s Teresa Been Up to, Anyway?
The interviews keep rolling in! I’ve decided that instead of taking up an entire post for these things, I’ll sometimes just add a post script after a blog. Last week I did my first ever Facebook live event with Bert Martinez from Money for Lunch. That was super fun, especially since the construction across the street was quiet during the entire interview. Woo! And the podcast episode from Humanize Your Workplace with the fabulous Alyssa Carpenter just came out today. Interviewing people is an art, and both Bert and Alyssa are at the top of their game. Check them out if you’re so inclined.
Give people solid reasons for changing their over-working ways and they will do so.
People Problems Need People-Centric Solutions.
The BBC published this article discussing why banning email outside of work hours might do more harm than good. The arguments focused on why highly anxious or highly ambitious people might need to access work email outside of work hours.
The bigger question is why are employees anxious if they can’t check email after work? Why does an ambitious go-getter need to log long hours in order to get promoted? There is a difference between occasionally working longer hours in order to finish a project, and chronic hyper-connectedness. Failure to disconnect from work is a symptom. If we really want people to disconnect and recharge, we need to address the root cause of the behavior.
To better illustrate this, let’s pretend that you are at a friend’s house for dinner. You’re both in the kitchen–you are cutting up vegetables and your friend is tenderizing meat with a mallet. Suddenly your friend takes the mallet and repeatedly pounds his hand with it.
There are a lot of things you would do in that moment. You might shout ‘stop!’ You might wrestle away the mallet.
Under no circumstances would you think you solved the problem by taking away the device your friend used to harm himself. Until someone uncovers why your friend did what he did, you can’t be sure he’ll never do it again.
Burnout was a significant predictor of the following physical consequences: hypercholesterolemia, type 2 diabetes, coronary heart disease, hospitalization due to cardiovascular disorder, musculoskeletal pain, changes in pain experiences, prolonged fatigue, headaches, gastrointestinal issues, respiratory problems, severe injuries and mortality below the age of 45 years.
These consequences are just as harmful–if not more so–than hitting your hand with a hammer. And getting at the root causes of burnout in your company will require a thorough diagnosis.
How to Get at the Root Causes of Burnout
Employees experience burnout for a variety of reasons, just as people get sick for a variety of reasons. Going back to our earlier example, a doctor would treat your friend by asking a series of questions and making observations. A leader interested in delivering an effective solution for burnout can do the same.
It’s tempting to assume we know what’s causing the burnout and skip this step. Perhaps we have a lot of experience leading people. Perhaps we’re burned out because we receive too many emails and assume that solving our problem will solve everyone else’s, too.
As a leader, your experience at work is different from that of your employees. Your pain points may be different as well. Don’t assume you know what the problem is.
However, there are some things you CAN assume.
Assume Your Employees Know the Consequences of Overworking
People understand that working too much is unhealthy. There is an abundance of information on the consequences of burnout. Many major news feeds covered the story when the World Health Organization ruled that burnout is a medical diagnosis.
If most people know that overworking is unhealthy, then the next question we need to ask is why are they doing it anyway? It’s tempting to assume that they’re working off of faulty information. This leads to our next assumption.
Assume Your Employees Have a Solid Reason for What They Do
Most of our decisions are self-protective on some level. We wear nice clothes to protect our dignity and social status. We count to ten in our head to stop ourselves from saying something that will ruin a relationship. And we work too much because we think doing so protects us in some way. Or we are being overtly rewarded for doing so.
This is why simply implementing an email ban won’t work in the long run. If your people are convinced that they need to work long hours to keep their jobs or get promoted, they will continue to do so.
For many years, Kaplan had a “summer hours” policy. During the summer months, you could elect to work a little longer Monday through Thursday, and take off early on Friday. I took advantage of this policy for many summers, until I was given a new manager. This manager claimed that the summer hours policy was only for employees who worked in an actual office, not for remote workers. Therefore, her expectation was that our team would not participate.
I knew that manager was wrong. I tried to point out that the other remote teams were taking advantage of summer hours, and we should too. Unfortunately this manager wouldn’t listen. When faced with the choice of defying my new boss or working longer than necessary, you can guess which decision I made.
Your employees have a solid reason for overworking. They will share this information with you under certain circumstances.
Create Protected Spaces for Honest Feedback
Telling your employer that you’re overworked feels risky for many people. As a leader, you can minimize the risk of honesty. It isn’t enough to say ‘please be honest,’ or ‘we value your honesty.’ You may foster an open and inclusive company, but your employees may be carrying baggage from previous employers. Or you may have a problem manager that you don’t know about yet.
Even if neither of these things are true, you must stay conscious of the power dynamic between you and your employees. You have the power to fire them. Your employees will always keep that in mind when deciding what to tell you.
One of the easiest ways to minimize risk for your employees is to use an anonymous survey. If you lead a large company then it may be easiest to retain a third party to handle creating a survey for you. If your company is small or there are budget concerns, you can build your own survey. Consider using a format that allows you to collect nuanced answers. I personally like ‘rate how much you agree with the following statements’ sorts of questions. This is what they look like:
Rate how strongly you agree or disagree with the following statements 1 = disagree, 2 = neither agree or disagree, and 3 = agree
In my company, you have to work long hours to get promoted.
I have a reasonable workload.
My immediate manager cares about my work/life balance.
You can get more complicated and use a wider scale to ask if people “strongly” agree or disagree. Before you do so, ask yourself if the benefit is worth the added time it takes to create a more complicated survey. If this is your first time surveying your employees, understand that you may not get your questions right the first time. You might even consider adding a question at the end that asks ‘what other questions should we ask?’ to speed up your learning curve. As a bonus, you can learn a lot from the questions people suggest you add to the survey.
Everyone Has Time to Survey Their People
Back in my Faculty Manager days, I sent my direct reports an anonymous, annual survey in December. This was completely separate from the big engagement survey my company conducts every year. The big survey asks a lot of questions about many subjects–the point of my survey was to figure out how I could improve as a manager.
Your employees know what you have to work on. Mine were no different. Once I processed the information, I always did two things: 1) I shared the results with my people and 2) told them what I would work on in the following year. They could judge for themselves if I did what I said I was going to do.
I had anywhere between 50-100 direct reports spread across the state of California. Even with my hectic schedule–and no added administrative support– I found the time to create, deliver, and respond to the results in my employee survey. You can, too.
Employee surveys are humbling experiences. Sometimes you’re humbled by the trust your employees place in you as a leader. Other times you’re humbled by the things you have to work on. Often it’s a mix of both. But if you’re serious about identifying the cause of burnout at your company, don’t skip this step.
Share the Results and Talk About Next Steps
When you’re fixing culture problems, it’s really important to bring people along in every step of the process. Share the group results. Your employees are dying to know if everyone else feels the way they do. They’re anxious to see how you react to what the group has said. Choose your words carefully. You want to make it clear that you understand the problem, and are committed to fixing it. This is a huge opportunity to built your employees’ trust and respect for you and your company. Don’t blow it.
Then let your actions back up your words. Give the good assignments to the people who go home on time. Promote the people who fight for reasonable work loads. Bonus the teams that use all of their vacation time. And retrain (or rehome) the managers who perpetuate poor work/life balance.
Give people a solid reason to change their habits, and they will do so.
Burnout culture is a people problem that requires a people-centric solution. You CAN get at the root cause of the problem. Approach the process with humility and honesty–and put your actions where your mouth is. You’ll not only change your work culture, but also create a team that trusts you and will follow wherever you lead.