Alicia Davis
So, Stacie, you know, we are always looking for new resources for our folks, and we came across a really great Harvard Business Review article on how burnout looks different across the organization. So burnout looks different for the CEO than it does for the middle managers, than it does for the folks that are doing the direct care, direct service, right?

Stacie Watson
Yes.

Alicia Davis
We just thought it was such an excellent article, and we wanted to do a couple of videos on it, right?

Stacie Watson
Yeah, for sure. You know, one of the things I think we really appreciated about this is and we talk about burnout and compassion fatigue and all the things all the time, and a lot of times, we focus a lot on each individual person and what we can all do for ourselves to support ourselves, and that is important, because at the end of the day, the only thing we have any control over is ourselves…

Alicia Davis
Right.

Stacie Watson
However, this article sort of expands the conversation to think about the role that organizations play in supporting, you know, staff and managers, leaders, executives, when it comes to managing burnout. And so, you know, when we think about sort of staff, one of the things that they really talk about, which I think was really important, is the importance of helping staff members understand exactly what the expectations are and exactly what the priorities are, because a lot of the burnout can come from people just trying to do all the things and to do all the things in all the ways, and whether they’re new in their career and sort of trying to figure it out, or even not so new in their career, and just trying to do the best they can. I think it’s incumbent on the leaders to make sure they’ve been clear, right?

Alicia Davis
Yeah. And I think sometimes being able to even help prioritize, even the things that come up as, like the fires, right? Like every day, you might have your list of two or three main priorities, and then all of a sudden, right, you’ve got this crisis here and the situation there, and so even, you know, giving a little bit of space for understanding the flexibility that’s needed, as well as saying, “Okay, this is priority a, priority b, priority c…”, and being really clear about, you know, what can we do to address that? What do we need to do together? What do you have the power to do yourself? Sometimes, we think, when we say clarifying expectations, you really can go to the level of detail that you think might be “over detail,” but it really isn’t, right?

Stacie Watson
Yeah, I just, yes, I just saw this woman talking about sort of the experience of driving a car, and when you were driving the car, you have a sense of full control, no matter how fast you’re going. You know when you’re going to turn the wheel, or if you’re going to hit the brake, but if you’re a passenger in the car, it’s a really different experience. And I thought that was so helpful to think about…

Alicia Davis
So true.

Stacie Watson
… as a leader, you know, our staff members are passengers in the car, and so you know, to your point, over-explaining or checking in, maybe even a little more than we think we should, or giving a little more detail, can make all the difference in the feeling of, okay, what should I be focusing on and when? So yeah…

Alicia Davis
Love that. Yeah, that’s great. So you know, we’re sharing the article, and we’re going to do another video on it. Feel free to reach out to us if you’ve got thoughts or feedback. I’m Alicia Davis…

Stacie Watson
I’m Stacie Watson…

Alicia Davis
And you can always reach us at info@TLStransforms.com. Thank you so much.

Stacie Watson
Thank you.