Workplace Burnout and Empathy Levels: Interview with Dr. Sarah Cotton
Interview with Dr. Sarah Cotton: Bridging the Empathy Gap in the Workplace
In a recent conversation, we spoke with Dr. Sarah Cotton, an organizational psychologist and co-director of Transitioning Well. During the discussion, she shed light on the rising trend of burnout in the workplace and the role our always-on culture plays in it.
Dr. Cotton explained that burnout is on the rise due to several factors, including constant connectivity, increased workloads, prolonged stress, cost of living pressures, and blurred life-work boundaries. This constant "pressure cooker" environment can leave employees feeling exhausted, which often precedes burnout.
To combat the issue, early intervention is crucial to mitigate the risk of widespread burnout in organizations.
The concept of an 'empathy gap' in the workplace also emerged as a highly relevant theme. Dr. Cotton described this gap as the discrepancy between the level of care necessary for all employees and the actual support they are receiving. Managers may think they are offering adequate support, but the reality can be significantly different for employees.
According to Allianz research, 31% of employees feel that their managers lack empathy or compassion in addressing their personal circumstances and job performance. However, the research also indicates a lack of knowledge and understanding among managers on how to have supportive conversations rather than a lack of interest.
To bridge the empathy gap, Dr. Cotton suggests a more active listening approach for managers, avoiding assumptions about employees' needs, and fostering a culture of open communication. Furthermore, supporting managers is essential to ensure they can lead with compassion.
When it comes to better supporting diverse team needs, Dr. Cotton advises against a one-size-fits-all approach. Understanding individual employees, promoting open communication, and offering flexible work arrangements are key to creating a supportive work environment.
The issue of psychological safety in the workplace was also addressed by Dr. Cotton. She highlighted the importance of a shared belief held by team members that it is acceptable to speak up, express ideas, and share concerns without fear of negative consequences. Leaders can create such an environment by leading by example, normalizing asking for help, focusing on communication, and showing curiosity in mistakes rather than blame.
In collaboration with cost of living pressures, employers face a dual challenge in creating a supportive work environment. By managing workloads effectively, encouraging recovery time, and offering flexible work arrangements, employers can mitigate internal pressures. Externally, they can address real-world stressors by exploring creative solutions, such as childcare subsidies, additional leave during school holidays, and financial wellness programs.
For employees with disabilities or those who are neurodivergent, feeling included and understood can be a challenge. Dr. Cotton suggests awareness training for managers, clear channels for requesting reasonable accommodations, and building trust and psychological safety to create a more inclusive workplace.
In conclusion, by implementing strategies that promote empathetic leadership, support employee well-being, promote an inclusive and collaborative culture, and integrate empathy into organizational practices, organizations can build a more engaged and resilient workforce. Regular evaluation of these strategies and ongoing learning are essential to ensure their continued success.
- Dr. Cotton suggests that managing the issue of burnout in the workplace requires early intervention, particularly in addressing the empathy gap that exists between employees' needs and the support they receive from managers.
- Supporting managers in their role is critical to fostering empathetic leadership, as a lack of empathy or compassion among leaders can exacerbate burnout and reduce employee well-being.
- A one-size-fits-all approach to managing diverse employee needs is ineffective in creating a supportive work environment, and individual employee understanding, open communication, and flexible work arrangements are key to fostering inclusion and resilience.
- To address the challenge of real-world stressors outside of work, such as cost of living pressures, employers can explore creative solutions, like childcare subsidies, additional leave during school holidays, and financial wellness programs.
- To build a more resilient and engaged workforce, organizations must integrate empathy into their practices, promote empathetic leadership, and continuously evaluate the efficacy of these strategies to ensure long-term success.
