Support Your Team Without the Burnout

"My team is coming to me with all of these problems and it's stressful. It is burning me out."

We hear this from a lot of managers, especially new managers.  You may feel like you're always dealing with problems or must always put out fires. It's easy to get burned out when you find yourself in this situation.

This article will address how we view our team's problems and your role in fixing them. If you want to talk about this more, please book a call today.

"It is burning me out."

This is a mindset that a lot of managers have. When I hear expressions like those at the beginning of this article, the conversation usually goes something like this:

Manager: "My team is coming to me with all of these problems and it's stressful. It is burning me out."

Me: "What’s stressful about this for you?"

Manager: "Because I have to action these issue and find a solution."

Me: "What’s driving you to do that? Do you need to fix the problem or support your employee?" 

"How can I support you?"

We need to discuss this fundamental key difference in the workplace. 

There is a difference between problem-solving and being supportive. As a manager, you may sometimes be called in to fix the issue. However,  most of the time, your role is to support your team in finding solutions.

When your team comes to you with a rant about the problem, you may feel inclined to absorb all the information. However, you can take a step back and say, "It sounds like a lot is going on. How can I support you?" They may not know, and you can encourage them to give it some thought and then return.

Why is this important?

You are giving your employee autonomy and responsibility within their role. You may recall we talked about the difference between accountability and responsibility here.  You are accountable for supporting your team, but you're not responsible for taking on their role for them.

Creating this distance can be incredibly helpful in avoiding burnout. Having some emotional separation between the issue and your role in supporting them can help you stay in a productive and positive mindset.

Ultimately, it's important to remember that your job as a manager is to empower your team and support them in finding solutions, not to take on the burden of fixing problems yourself. This approach will help you focus your energy on what matters most – helping your team!

How do you know when it's time to step in?

It will depend on the situation. If something is on proverbial fire, then yes, you'll likely have to step in. But if there's some time, you can offer support over solutions.

For example, there may be people within your organization that they need to connect with to help them move forward, and you can make that connection.

Or, for example, they may be having trouble staying on track, and you can act as an accountability partner. In that situation, though, they are taking charge of it and setting milestones. So instead of ending your check-ins with "This is what I would like to see next week, " they should tell you what you can expect.

Again, you should encourage your team to have autonomy and take accountability within their role.

"I feel guilty."

When discussing this shift in mindset, many feel guilty for providing support instead of solutions. Ask yourself: What do I want to come from this guilt? If the answer is unclear, that is not helping you.

Instead of focusing on that guilt that is not serving anyone, try neutralizing the emotions behind this thought. Let's reframe it this way: this is just how things must be. For me to be effective in my role and for them to be effective in their role, this is the message I need to send.

Here's the reality: if you're solving everybody's problems and saying yes to everybody else, you're saying no to yourself. You're saying no to your role and what you need to put into it, and ultimately, that is unsustainable.

Setting Boundaries

Your team may have the habit of coming to you to vent. While you want to be available and empathetic, the reality is that you only have a limited amount of time. Asking the question, "How can I support you?" will serve you well. You are training your team to come with you with actionable items.

Your role here is more of a coach, where you are asking questions and having those conversations to help them find the solution instead of providing it for them.

This is especially true if you have been promoted. The relationships and dynamics within your team have shifted as you have moved into this new role. You need to reflect that in how you interact. The goal is building a trusting relationship while setting boundaries as your team's manager.

Ultimately, it all goes back to asking, "How can I support you?". That simple question will help create a space where your team can ask questions and find solutions while feeling supported and heard.  It's a balance, but taking the time to ensure you are striking that balance will help create an environment where your team can be productive and successful.

Managing Your Role With Base Pace Coaching

At Base Pace Coaching, we work with leaders to help them find the balance between being supportive and setting boundaries. It's a process that takes time but can be incredibly rewarding for you and your team.

Through our one-on-one coaching sessions, we will dive deep into understanding what is causing the issues and work together with strategies that work for you. To learn more, book a call with us today!