The connection between burnout and motivation is much closer than it seems at first glance. In our company, the vast majority of colleagues are a kind of "motivational atheists." I myself do not believe that only external "stimuli", motivation from the head of the company or department heads can help a person "burn" with the case, if inside he does not feel that he is really interested in doing so. According to the same principle, we choose new employees: these are people who are already "charged" for work, and my task is to direct this "charge" in the right direction, to provide decent conditions and remuneration for work.
Lifehack: Appropriate selection of candidates. Make the final interview with each candidate less formal than the previous ones. This way you will see if everything is okay with the future employee with motivation.
By hiring motivated default employees, the team usually begins a period of the rapid development of work processes and persistent progress towards the set goals, KPI, OKR (depending on what approach to planning and task setting you use). The main thing is that there are synergy and a prototype of the product, and then - a beta version (even if you need the mode of "machine on crazy steam"). The team gradually adjusts to the chosen rhythm. The main thing in this pursuit is not to forget not only about deadlines and deadlines but also about celebrating even small victories on the way to a common great goal. I am convinced that a truly strong team succeeds with discipline and hard work. During the working day, our office "boils" - but at the end of the week or on the weekend we already have a good tradition of going to burgers, celebrating birthdays or even celebrating public, more formal holidays with colleagues.
Lifehack: For the manager to maintain discipline and set the work rhythm - no less important task for the organization of joint meetings in the bar. The first helps to maintain goals, and the second - smooths out the psycho-emotional state in the team. Celebrating victories allows you to "reboot" and avoid burnout.
We at the company have chosen the path of development in such a way as to remove as much as possible the moment when the employee may burn out. From my experience, I have made a definition of a person who burns out very quickly:
— Not in his place in his company. Usually, this type includes people who are engaged in unloved work, spend a huge supply of mental energy for work. Because such people need this supply every Monday, there is a chronic lack of motivation and concentration on tasks - and burnout occurs very quickly. There is no question of any third-party motivation (financial, professional, or other from the immediate supervisor): such an employee is lost for teamwork.
— In his place not in his company. An employee who is constantly and significantly "reflected" from the team, does not burn out as much as the previous one. But we must not forget that we are all social beings, and to preserve the work process should be comfortable for everyone. If the values of a specialist differ significantly from those in the company - do not be surprised that a great specialist will suddenly stun you with a statement that he is leaving your team for a more comfortable project for him.
— Burnout happens - and you shouldn't be ashamed of it. But if you do your favorite job and see the meaning in your actions, it becomes much rarer.
How to master the situation for a manager and not "burnout" For me as a manager, there are several "recipes":
— The amount of sleep/sports/communication with friends has a positive effect on the level of motivation and focus at work
— In order not to lose motivation, you should temporarily switch to another task or immerse yourself in your hobby It helps to "ease your thoughts" a trip behind the wheel of a car somewhere where you have not been Sometimes I also practice a day or two of complete "disconnection" from operational and strategic tasks. However, for the manager, this is possible only if all business processes are set up and the team is assembled in such a way that these 1-2 days everyone can really work without supervision.
Now, during the period of forced work from home due to the COVID-19 pandemic, I as a leader pay even more attention to the team than usual. In this situation, it is important not to disturb the regime, keep the work rhythm, and closely monitor the emotional state of each to give time to rest. Now personal relations in the family are superimposed on working moments, and this is another zone of risk.
Preventing burnout and preventing it is cheaper and more effective than overcoming its consequences when this phenomenon has already "captured" one or more of your employees. This is the only way to avoid sudden deadlines, unscheduled vacations, and unexpected layoffs. In order for everything to work, 3 key components are enough: a favorite job, a team of like-minded people, quality recreation.