Tackling middle management team burnout

Those working in middle management in the aged care space have battled through major feats in the last few years. With the challenges of COVID-19 putting pressure on the sector – particularly residential aged care – tighter Government regulations, mandatory reporting and staff shortages, it’s safe to assume they’re burnt out. But they’re not alone. 

Since the pandemic, half of Australian workers have experienced the ‘great burnout’. Even before COVID-19, middle management grappled with implementing strategies from above and coaching their teams coupled with long hours, high workplace demands and limited resources. 

We all have an ‘off’ day every now and then, but for overworked managers, the problem is much more serious and can present in a range of physical, emotional and behavioural signs and symptoms. 

Overworked managers can lead to employee burnout, a specialised type of work-related stress that can leave workers in a state of complete mental, physical, and emotional exhaustion – obstructing them from a healthy work-life balance and thus from doing their job to the best of their ability. Fixing burnout takes time, intention, and organisational support to restore a sense of balance and feeling energised and motivated again. 

Identifying burnout 

Middle managers feel a unique form of pressure from above and below without receiving the same type of development or empowerment more senior managers receive. This means middle management often end up doing the work themselves alongside their team to keep things afloat. 

When trying to identify if middle management in your organisation are overworked, consider asking these questions: 

• Where and why is middle management experiencing burnout in my organisation? 
• What demands are risking their workforce resilience?
• How many resources do they have? 
• What kind of questionnaires or feedback methods can I offer them to understand the presence, severity and location of burnout so I can help fix it? 

Communication 

Fostering healthy communication and practising active listening is essential for all staff members but especially those in middle management. 

Open communication and a strong open-door policy can offer a “light at the end of the tunnel” in tough situations and shows middle management you care about their well-being. As the go-to for other employees’ queries and qualms, those in middle management also need to feel supported to be able to pass that support onto others. This can lead to improved morale and employee satisfaction.

If these staff members don’t feel fulfilled or supported in their roles, they are likely to seek new employment elsewhere. 

Recognition 

It’s not uncommon for middle management to go without accolades and recognition for the work they’ve done – often making miracles happen with a small pool of resources or budget. But studies have shown there is a strong correlation between recognition and well-being which leads to better performance and outcomes. 

In an industry where the list of things to do is endless and many get done quietly without acknowledgement, see how you can implement a recognition system for this cohort so they know the work they do is important and valuable. It could be as easy as a verbal or written “thank you” to show your appreciation. 

Setting a clear standard 

The nature of business can sometimes be turbulent and ever-changing, particularly as the sector grapples with Government reforms. Consistently unclear and continuously changing priorities blunts mental sharpness and deteriorates those in middle management’s ability to figure out what it is you need. This increases the likelihood of overwhelm and burnout. 

Everyone is different but when burnout is present, capacity diminishes. Consider doing a workload assessment for members of this team. Where possible, redistributing or reassigning work to others in the team may be beneficial to keep individuals from drowning and potentially leaving the role. 

There still are only 24 hours in a day, but you can adjust the scope of the work to be consistent with the resources you have available. You may find you need more resources to hire more people, even if it’s temporarily. Not everything can be done at a gold standard, so it’s important to communicate that to middle management and refrain from overloading their plate. Work out your key priorities for this cohort and make time to liaise with them so they know what needs to be done now and what can wait. 

By explicitly stating when you do want the gold standard, or when a silver, or even a bronze version will do, your middle management will thank you. 

Giving permission to negotiate 

Sometimes, there is a gap between executive expectations and middle manager understanding and capacity. Those in middle management experience a lot of stress about pleasing those in higher roles which often leads them to accept these, sometimes, unrealistic standards without considering how they will be done to keep everyone happy. But capacity is a finite resource, so it’s important to give them permission to negotiate expectations with you. 

Negotiation is an important stress reliever as middle management sometimes struggle with navigating, so open that space up for them in the onset to reduce the likelihood of burnout developing. 

Quashing the “warrior mentality” 

The chances are there are members of your middle management team that have a “warrior” or “soldier on” mentality. While their commitment to the role is admirable, these mindsets should not be encouraged or tolerated as they override the individual’s boundaries and propels them towards burnout. 

The importance of rest and recovering is vital, particularly among a cohort that always has tasks to achieve with minimal staff to help it come to fruition. Build a culture where your middle management feel comfortable taking a sick day or some holiday time off work to maintain their personal life, needs and well-being. This can be done by making holidays mandatory and role modelling this behaviour yourself. 

We spend so much of our life at work and that can sometimes bleed into our personal lives, health and well-being. Your middle management team are responsible for many moving parts in your organisation, so it’s important to make sure they feel supported, recognised and equipped to do their job to keep them in these roles while avoiding burnout.