Reflets Magazine #147 | Patrick Amar (E87): How To Manage Burnout

Reflets Magazine #147 includes a feature on ‘Preventing, Overcoming and Bouncing Back from Burnout’. Among others, we spoke to Patrick Amar (E87), co-founder of Axis Mundi, the workplace health and performance consultancy, who explains the specific role of managers in the event of burnout. Here is a free online translation of the article… subscribe to get the next issues (in French)!

Reflets Magazine: How can managers help prevent burnout?

Patrick Amar: Helpful managerial behaviour includes anticipating and regulating workload; ensuring the clarity of roles and work organisation; fostering independence and initiative; enabling employees to participate in decision-making; preserving the quality of collective work; developing recognition and reward; providing regular feedback; demonstrating respect and attentiveness; providing visibility on changes; identifying vulnerable members of a team; lending informative, technical and human support, and of course preserving themselves as managers!

RM: How can managers spot team members at risk of burnout?

P. Amar: The symptoms are similar to those of depression, with, first and foremost, an advanced state of general exhaustion, distance or cynicism with regard to work, and a feeling of self-depreciation. Changes in behaviour are warning signs. It is obviously a collection of symptoms pointing to unease, rather than an isolated sign, which should trigger an assessment.

RM: How can managers support team members experiencing burnout?

P. Amar: A manager has human duties before managerial ones. The first thing to do is hear and accept the employee’s suffering without denial or minimisation. Ask them how they could be helped and what their most immediate need is, suggest they take a break from work and encourage them to see a doctor and/or healthcare specialist. The return from leave must be managed: set a date to discuss the employee’s state and expectations; coordinate matters with other occupational health players (doctor, HR department, etc.); plan for a gradual return by paying close attention to the workload and setting realistic goals, and lastly, stay in contact and schedule regular updates to ensure all is well.

RM: Is burnout necessarily the sign of a dysfunction within the company or in one’s organisation or management? What measures should be taken to halt and resolve the situation in this case?

P. Amar: Burnout is due to several factors, originating in the confrontation between individuals with their vulnerabilities and a work situation presenting signs of dysfunction, or which could be improved at the very least. The context in which burnout occurs is often indicative of the toxicity (or not) of a work situation. Beyond an isolated case, is there a general increase in problematic situations, a rise in psychosocial risks or a deterioration in labour relations? The manager must never deal with these situations alone; collegiality is called for, involving where necessary the HR department, the occupational doctor, employee representatives and workmates. An in-house and/or external survey, in the form of semi-directive interviews with people close to the ailing worker, can help to form a systemic understanding of the cause of dysfunctions and implement a remedial plan.

Interview by Louis Armengaud Wurmser (E10), Content Manager at ESSEC Alumni. 

Translation of an article published in Reflets Magazine #147. Read a preview. Get the next issues (in French).