Burnout, Boreout & Brownout: What Are They?

Burnout, boreout, and brownout; what are they?

When we discuss stress in the workplace, we must now consider the potential implications that could lead to the failure to which we subject ourselves as our relationship with stress worsens, and our discomfort grows.

 

Burnout: overwork and a lack of recognition

Workplace burnout is characterised by a lack of acknowledgement and excessive workload.

Psychologists published the first findings in the scientific literature in the 1970s. Even though 40 years have passed and countless studies have been conducted on the subject, there is still no single, universally accepted definition.

However, the majority of the definitions that exist do agree on the following points:

• Burnout is a gradual process that does not occur overnight.

• It is an emotional event that might have an impact on both your mental and physical health.

• It causes significant suffering.

• It can result in total and permanent inability to work.

• It raises major concerns among people who see the progression.

• It has a high societal cost (absenteeism, accidents, inefficiency, professional misconduct, etc.).

 

Boreout: constantly bored at work

Boreout, like burnout, would harm the employee's mental condition, but this time through boredom, a severe lack of work, and a loss of job satisfaction.

Anxiety, demotivation, melancholy, and guilt are the first signs that employees who are bored on a daily basis experience.

There are several sources of this problem:

• Repetitive tasks,

• Overqualified for the job they're currently in,

• Lack of challenge at work,

• Lack of professional perspectives. 

 

Brownout: The loss of meaning

Brownout refers to employees working long hours without genuine interest in their job. It leads to discontent, disengagement, and lethargy.

Here are the symptoms of brownout:

• The employee works long hours but no longer shows any real interest in their job.

• They do the least amount possible in meetings, take little to no initiative, and often pour cold water on other people's ideas.

• They use any excuse possible not to show up to work.

• They find it hard to let go of work and are glued to their phone on weekends and holidays.

• They start to suffer physically, are out of shape, eat junk food, and do not get enough sleep.  

• They are often cranky or irritable.

 

Solving the 3Bs: Burnout, Boreout, & Brownout.

Faced with the 3Bs (Burnout, Boreout, & Brownout), which we could consider as a new type of occupational disease (even if they haven't been recognised as such), we can look into the solutions, so our employees do not sink into these new diseases and anticipate the psychological deterioration. 

An excellent leader's privilege is to assume the role of a coach, with their team focused on caring, happiness and commitment at work. They must become the mover of the organisation by:

• Bringing teams together with a clear vision for the future,

• Communicate their values as well as those of the company, 

• Act coherently, and

• Share their certainties, strengths and questions. 

With this type of leadership, the manager's active listening team members, and the installation of the right tools, the manager can improve his team's cohesion and increase engagement. 

Only with ambition and a human approach can employees regain efficiency in all circumstances. 

 

Source: LinkedIn/Juliette Poilane