Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations)
There came a point earlier in my professional life when I felt wholly disconnected from and disillusioned with my work. Despite my best efforts, I continually felt overburdened by the demands of my job and didn’t feel like I was having a significant influence. I was close to burnout and realized that something had to happen if I wanted to continue to be driven and interested at work.
I decided to start using a few techniques to organize my workload, stay in touch with co-workers and find purpose in my work to recover control over my career and stay involved without burning out. I was able to rediscover a feeling of purpose and meaning in my work by concentrating on the tasks that mattered most and developing strong bonds with my co-workers.
In my own consulting and academic work, I have discovered that my experience was not all that unique. Young workers are more likely to experience burnout and disengagement in the fast-paced workplace of today. A recent study found that over 50% of Gen-Z and younger Millennials are facing burnout, and professionals under the age of 35 also report feeling little kinship with their peers, which can compound feelings of isolation and disengagement.
So what can young Millennial and Gen-Z professionals in leadership do to take back control of their jobs and maintain engagement without becoming burned out?
Selectively Overdeliver
Selectively overdelivering is one tactic I have found to be helpful. This entails identifying and giving priority to the tasks that are most important to your organization. Clarify which objectives are crucial for the team and the organization and choose a personal objective in which you can succeed (matching your interests, skills and the priorities of the business). You can make a significant contribution while avoiding the burnout that might result from trying to do everything at once by concentrating on tasks that are in line with your strengths and the organization’s goals.
Let’s look at a scenario where you are an early-career team lead working in marketing for a software company. While your team is working on a number of initiatives, upper management has singled out one new project as crucial to the success of the business. Determine which goals are most important by talking with upper management, then choose a personal goal that you and your team can excel at. In addition to honing your leadership style and approach to the new project, you can also help your team members stretch themselves and develop their own leadership competencies by taking ownership of certain aspects of the project and concentrating on a particular area that matches their abilities.
Receive Subtle Recognition
Finding subtle methods to be acknowledged is another technique to keep people motivated and involved. Even if you are clear on your priorities and goals, it is easy for you and your team members to get disengaged and demotivated at work when your efforts go unappreciated. Asking a client to include upper management in a stream of emails praising your or your team members’ work can go a long way in garnering recognition and support from senior officials. This will also help you proactively foster an appreciation-oriented team culture.
Here are a few additional ideas:
• Ask upper management for input: Asking for regular feedback from upper management can enhance your understanding of your strengths and areas for improvement, as well as letting your manager know the influence you’re having on your team.
• Discuss accomplishments with your team: Share information with your colleagues in a team meeting or in a group chat when you’ve completed a project successfully or received favorable feedback from a client.
• Don’t be scared to speak out: If you finish a particularly difficult project, mention it to upper management so you can be acknowledged in some form (e.g., through an email to the entire company or a mention in a team meeting).
Maintain Relationships With Co-workers
Establishing and maintaining connections is essential for preventing burnout and disengagement, especially for leaders who are early in their careers. Form relationships with co-workers who inspire you, who can help you learn and grow, who share your values or interests or who can teach you something new. By developing a diversified network of co-workers who can offer helpful advice and encouragement throughout your career, you can foster a sense of community and support that will help keep you interested and motivated.
Here are a few additional ideas:
• Attend team events: Going to team events can help you develop relationships with your co-workers outside of the office, such as happy hours or team-building exercises. These gatherings can be fantastic opportunities to develop relationships based on common interests and ideals.
• Plan frequent check-ins: Plan frequent check-ins with your co-workers to maintain contact and make sure you’re all on the same page. This could be setting up a weekly meeting to go over a project or just dropping by to see how they’re doing. You can establish rapport and trust with co-workers by maintaining this connection.
• Benefit from technology: If you work remotely or have co-workers in different places, technology can be a terrific way to stay in touch. To stay in touch with your team throughout the day, schedule a virtual coffee date with a co-worker or use a messaging app.
Conclusion
Now, more than ever, young professional leaders must figure out how to stay motivated and involved at work. Early-career professional leaders can prevent burnout and disengagement and create a supportive work environment that promotes growth, learning and engagement by selectively overdelivering, coming up with subtle ways to be recognized and maintaining relationships with co-workers. Young professional leaders can take charge of their careers and find success and fulfillment in their work by making these methods a top priority.
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