If Burnout is the New Pandemic, Empathy is the Cure

Sales Professionals Struggle Amid Unsustainable Circumstances

As we navigate our way out of a global pandemic, many find themselves in the midst of a new one. It seems that burnout has become its own virus spreading throughout the country along with stress, exhaustion, and uncertainty, particularly among sales professionals. While burnout was an issue before, with constant Zoom meetings and online tradeshows and happy hours replacing genuine human contact, now it is virtually (pun intended) out of control.

While burnout can and does happen with anyone in any profession, it is exceptionally prevalent among sales professionals, with higher risks in 2020 due to the unique challenges of sales throughout a socially distanced year. Sales professionals, who are accustomed to constantly being on the move and face-to-face with people all day, every day, have had to move their meetings from offices, restaurants, and coffee shops to computer screens in a home office or dining room. For most, especially those who thrive on the constant interaction of sales, the reality has been exhausting, leaving them disillusioned as to the future of their companies, as well as their places in them.

The COVID-19 Impact on Burnout

According to a LinkedIn survey, burnout was up 33% in 2020. Burnout was no stranger to those who worked in high-stressed, high-pressured positions for prolonged periods of time previously (such as sales professionals). However, the increased stress, uncertainty, and cynicism of the pandemic only aggravated the situation.  Simply, the stressors that are ever-present in sales were exacerbated by the pandemic.

Increased uncertainty, along with increased availability (no need for sick or personal days because they always have their computer and camera nearby), coupled with no vacations (because they couldn’t go anywhere), led to heightened stress levels in already stressful roles. Losing contact with colleagues, leads, donors, and customers were distressing in itself, putting sales professionals at higher risk for exhaustion.

Despite the increased stress of working in isolation from home, burnout did not specifically infect remote workers. In fact, as reported in Harvard Business Review, “a survey of 3,900 employees and business leaders across 11 nations, led by The Workforce Institute at UKG (Ultimate Kronos Group) and Workplace Intelligence, discovered that burnout and fatigue are equally concerning for employees working remotely (43%) and those in a physical workplace (43%).” More alarming though, is that nearly 50% of workers, regardless of their workplace surroundings, are feeling burnt out.

A Note on Sustainability

Is it possible to sustain this post-COVID remote environment? Do we really want to? For sales professionals, every approach, lead generation mechanism, key performance indicator, and sale is likely different than before, leaving them legitimately wondering how their performance will be measured and what the future holds.

In this respect, we must recognize that burnout is an organizational issue long before it is a personal one. In many instances, workplace culture fosters burnout, with devastating effects not only for the individual but also for the company.

“Creating the culture of burnout is the opposite of creating a culture of sustainable creativity.” 

— Arianna Huffington

If a company wants to sustain creativity and productivity, it must not create a culture of burnout. Change must be made not only in sales but across all industries to a more sustainable model that does not leave employees feeling overworked and underappreciated.

Burnout Signs Every Leader Should Be Aware Of

When an employee is burnt out, it leads to feelings of being undervalued and disposable. They become uninterested in work or personal development. They may disengage from work because they tend to feel like a failure at everything they do.

Signs may include:

• Physical exhaustion
• Mental exhaustion
• Increased negativity
• Decreased interest

In the same Harvard Business Review survey, 59% of employees and leaders say their organization has taken at least some measures to guard against burnout. However, nearly a third of employees wish their organizations would act with more empathy. Essentially, more needs to be done.

Steps to Reduce Burnout

As a leader, when you notice someone is struggling, you must address it immediately and empathetically. Long gone are the days of only checking in at annual or semi-annual reviews. Instead, you should regularly check in on, support, and have conversations with, your employees.

Allow empathetic leadership to guide you. Remember that empathy is not sympathy. Listen to their concerns and step into their shoes. Only then can you truly connect with them and work toward a solution.

Focus on organizational solutions that help to provide a sense of purpose, examine the possibility of decreased workloads, and facilitate connections with others. To minimize burnout risks, leadership should consider these top five tips:

1. Focus on the work. Reward good work more frequently, re-examine incentives and provide opportunities for advancement.
2. Create a strong work culture. Encourage employee feedback, share the core values and vision of the organization, collaborate on projects, and make sure the lines of communication are open. Reassure, when possible, that there are still opportunities for growth and development.
3. Encourage a sense of community. Most of us have lost casual workplace interactions. To compensate, leaders must be intentionally supporting engagement.
4. Increase resources. Ensure that employees have the resources they need, including technology and professional development.
5. Prioritize employee wellness. Schedule regular virtual check-in sessions. Stress to employees that there must be some balance. Despite our constant “availability,” we cannot always be available for work.

There is no doubt about it—our world has changed. The good news is we’ve been able to adjust. The bad news is that sometimes the costs of those adjustments outweigh the benefits. But in a sea of change, some things remain, including supporting your employees to decrease the risk of burnout and increase the probability of having a long-term, productive, happy, loyal member of your team.

For more information about the Burnout pandemic and how you can combat it with empathetic leadership, please reach out to our team at hello@thewinwoman.com. Until next time, keep Building Your BADASSERY.