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Preventing a burnout? Improve your Adaptability Quotient (AQ)

November 4th, 2019   •   Blog, Stress and Burnout   •   no comments   
Preventing a burnout? Improve your Adaptability Quotient (AQ)

Digital transformation is mostly about human transformation

About 2 weeks ago I was at a very interesting conference about digital transformation. Anyone in business that is not talking about digital transformation is told that they are missing the (business) boat. Often the story goes like this: “we are not doing enough to change, the competition is overtaking us with their digital tech platforms, we must act fast.”

I have always said that this change is mostly a human ‘problem’. Technology changes so fast that it’s hard for us to adapt to new digital ways of working. 

Business focus in Digital transformation often emphasises the digital aspect. It seems we are conveniently ignoring the human part, which by the way is the most important part, because you need people to have the skills to adapt to make it a success.

Burnout, digital transformation, and AQ

I don’t need to tell you about the high levels of burnout in this day and age, but too speedy transformations are hard to process because we are just not robots.

That brings me to my point of the IQ, EQ and AQ.  Having good emotional skills pays off in business, IQ is a part of the puzzle as well. But in this day and age it is the Adaptability Quotient, the AQ, that will allow us to go through the transformation in the digital age successfully.

How do I embrace Adaptability, what should I do?

Change is inevitable in life. If you can embrace change easily you have a high Adaptability Quotient. If not, well, you can improve it 🙂 IQ and EQ matter less in a society where technology changes so fast. So we need to teach our brains to become better at handling change. And a) that’s possible and b) the more you do it, the easier it gets (just like exercise). So how do you do this?

 

  1. Change is stressful, you need to accept that. Nobody likes change but since we already said it’s gonna happen anyway we might as well upgrade our brains.
  2. Practice simulations and try to look into the future. How will your job likely change? Create ‘what-if’ scenarios. What if ‘this’ were to happen, and what if that were to happen? The better prepared you are for future changes and the more scenarios you can dream up, the easier your brain will find it to adapt once one of these scenarios appears in reality. One way to do this is to link each scenario to a course of action (COA) that you could take if the situation arises.
  3. Let go of ‘old knowledge’ during periods of transformation. In periods of change we want to hold on to the old knowledge we have, to build on that foundation. New times however call for new methods. Often the old way of doing things changes so radically that letting go of the old ways is the most beneficial (but also scary) way of jumping into the new digital world. It’s like reformatting a hard disk and putting new information on it.
  4. Find the right frame for looking at change. If you feel resistance to change then try to reframe your motivation to embrace the change. For example: if personal development is high on your agenda, try see the changes in the light of upgrading yourself for future jobs. If you value personal relationships at work, think about how change will bring you into contact with new people. How you frame the problem will also determine your reaction to it. And as such, whether it will be a source of stress or a source of inspiration.
  5. Observe others in your environment both at different levels of the organisation
  6. Adapt a seeking mindset. Do not think that old ways of working will bring you the same success that you had in the past with them.
  7. Handle change in small doses. Try to learn a bit every week.

These are both experiences from my own life in consulting business as well as literature, Ted talks and online articles.

Keep in mind: the people that will thrive in the digital era are the ones that can handle the stress of transformation, that have the skills to reflect on the changes. So. Keep Calm, and mind the AQ gap.

Finally burnout seems to get the recognition it deserves

January 11th, 2016   •   Blog, Stress and Burnout   •   no comments   

Suddenly Burnout is ‘hot’. Last year, the European Commission (OSHA) published a report calculating the cost of work-related stress and concluded “Stress is the second most frequently reported work-related health problem in Europe.” Work-related health problems refer to (for example) mental health problems, cardiovascular disease, musculoskeletal disorders or diabetes, just to name a few on the list.

The cost in Euros in 2013 was estimated at €617 billion annually, comprising of factors such as absenteeism, health care costs, social welfare costs, and loss of productivity.

That’s kind of a big deal.

Belgium has now become the first country to create a law specifically addressing the prevention of burnout. It says that companies on Belgian soil must offer workers protection against psycho-social risks* (the fancy term used for risk factors affecting Burnout).

Governments such as in the Netherlands are trying to decrease burnout. Success seems far away though: in the Netherlands 1 in 8 workers (link goes to Dutch content) is facing a burnout (In Holland burnout has long been recognized as a work-related illness.)

So what’s missing? Well, often ‘reduction of absenteeism’ seems the common way to measure how “well” an organization is doing. That is a one-dimensional way of looking through the lens. What’s needed is for organizations to embrace mental and physical wellness of their employees in a broader, more long-term way. It should include strategies (from the top down) aimed at healthy ageing, harassment prevention, burnout recovery, integrative nutrition, and stress resilience, [anything else?]. Perhaps we should re-think Work-Life balance to Work-Life balance?

Ironically, at this point in time, the EU Commission that put the issue on the map in June, is now being asked to look at how well they are doing at protecting their own staff against burnout.

 

*Psychosocial risk is the risk of detriment to a worker’s psychological or physical well-being arising from the interaction between the design and management of work, within the organisational and social context (Cox and Griffiths, 2005).

Mindfulness doesn’t address burnout cause

January 5th, 2016   •   Blog, Stress and Burnout, Uncategorized   •   no comments   

Mindfulness is a great way to learn to relax but it will not necessarily help a person recover from a burnout nor prevent burnout from happening again. So why does mindfulness not solve the underlying cause of a burnout? There are in fact two essential reasons for this.

mindfulness_poster_UK
First of all, burnout is a gradual process that runs its course based on each individual’s belief and behavior patterns. There are some recognizable character traits that are often associated with a higher risk of burnout; such as having perfectionist tendencies, being a conflict avoider, or having the need to be ‘always’ helping other people. If we do not live up to some of these personal expectations about ourselves and our performance, feelings of guilt, failure and self-recrimination start to build up.

We start to ignore our energy and recovery boundaries thereby resulting in a chronic state of stress
Mindfulness can ease your stress in the short term, i.e. while you practice it. In such a way, it can contribute to lessening your immediate stress momentarily. What it doesn’t do is to take the heat of the chronic stress off. Mindfulness one of the functional tools used to help prevent a burnout but not necessarily to alleviate it.

Stress is like a teakettle of boiling water on a stove. Mindfulness can add cold water to the boiling water thereby keeping it at a simmer rather than  having it boil over. Burnout treatment focuses on learning how to turn the gas up and down on the stove itself.

The second reason why mindfulness during a burnout may not be the ideal way to deal with the situation at hand is the ‘staying in the moment’ effect. People in a burnout are often dealing with a negative or depressed view of self, others, situations, even life in general. As mindfulness is about ‘staying in the moment’, maybe you can already see where problems can arises. Mindfulness in such a negative state can trigger a situation where too much attention is paid to the negativity that is being experienced in that moment and actually contribute to getting caught in a progressive downward spiral of negative thoughts and emotions. Instead of finding a moment of ‘zen’, feelings of emptiness, helplessness, and apathy can gain a firmer foothold in the belief system thereby actually increasing the symptoms of the burnout itself.

Staying at home and doing nothing for a number of months often has the adverse effect that people start to find it more difficult to go back to work. This often leads to a negative spiral where people risk getting depressed. Burnout treatment needs to focus on physical recovery, cognitive and behavioral changes, and  eventually on teaching people new skills to, hopefully, avoid any relapse. Treatment needs to include assistance for people by helping them  to start resuming work in a  gradual step-by-step plan.

I am not saying that Mindfulness should never be used as a tool in cases of Burnout, but rather, that in these cases, a well-trained and experienced healthcare practitioner should be consulted and the technique used with caution.
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