Independent Banker - October 2022 - 27

PORTFOLIO LEADERSHIP AT ALL LEVELS
How to beat burnout
By Lindsay LaNore, ICBA
To combat burnout, start by
renewing your bank's focus on
well-being. Make time to talk about
mental and physical health with
your team. Take advantage of your
health insurance provider's wellness
tools and make staff aware of them.
Encourage your team to work
reasonable hours, get enough sleep,
take breaks, go on vacations and
exercise. Tangible steps you might
take include:
 Setting realistic goals
 Limiting after-hours emails
 Making breaks mandatory
 Setting up a weekly yoga or
meditation class
 Bringing in a licensed massage
therapist for a week
 Hosting meetings out of the offi ce
for a change of scenery
 Giving team members time to
volunteer within the community
 Encouraging personal growth and
career development
mong its many side eff ects, the
COVID-19 pandemic has made
us hyperconscious of worker safety.
It has also helped shine a powerful
spotlight on the broader issue of wellbeing
in the workplace-and that's a
subject we can't aff ord to ignore.
A recent study by Deloitte and
research fi rm Workplace Intelligence
found that one in three employees
admit to signifi cant fatigue and
poor mental health, with executives
overestimating how well their
employees are doing and how
supported they feel. In an additional
report focusing on women in the
workplace, Deloitte found that almost
half of female workers feel burned out.
The leading causes of burnout
include dealing with unclear
expectations, and feeling overworked,
underappreciated or unsupported by
a manager or team. Another cause
is feeling the need to be constantly
A
connected to work or on call. In
the age of smartphones and instant
communication tools, lines between
our work and personal lives have
become increasingly blurred.
Symptoms of burnout can
include self-doubt, disillusionment,
depression or anxiety, trouble
sleeping, headaches, digestive issues
and appetite changes. Look for
outward signs in your team such as:
 Disengagement: Do they seem
unavailable when you reach out?
 Decreased communication: Are
they pulling back on the frequency
and depth of communication?
 Loss of motivation: Are they
contributing less often to group
discussions?
 Little energy: Do they seem
lethargic in their day-to-day roles?
 Negativity: Are they making
increasingly cynical or negative
comments?
 Reminding staff to use their paid
time off (and set a good example by
taking yours)
 Showing appreciation for staff with
handwritten notes or an employee
appreciation week, with deliberate
break time and fun activities
You might even consider giving
each team member a special day for
self-care each year. They can use it to
get that long overdue annual physical,
pursue a sporting goal or get out in
nature. Whatever method you choose,
fi nd a way to let your team know that
they are valued-and make sure to
look after yourself, too. 
Lindsay LaNore (lindsay.lanore@
icba.org) is ICBA's group executive
vice president and chief learning
and experience off icer
independentbanker.org Q 25
Illustration by Tommy/iStock
http://www.independentbanker.org
Independent Banker - October 2022

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