How to burnout your employees in 4 steps

According to Inverted-U theory – also known as the Yerkes-Dodson Law – there's a subtle relationship between pressure and performance. When people experience the right amount of pressure, they often perform brilliantly. However, if there's too little or too much pressure, performance can suffer or people can suffer.
Pressure is different from stress; the Inverted-U Theory shows that pressure can be positive – up to a point. Stress, however, is never positive.

There are four key factors managers can use to put the employees in the optimum performance
1- Skill Level:
A new task is likely to be motivating enough, but if it starts to feel too easy, some form of extra pressure might be needed to help the person re-engage with their role.
2- Personality:
People who are extroverts are likely to perform better in high-pressure situations while People with an introverted personality perform better with less pressure.
3- Trait Anxiety:
People who are self-confident are more likely to perform better under pressure; on the other hand, people who criticize themselves are likely to be distracted.
4- Task Complexity:
People can perform simple activities under quite high levels of pressure, while complex activities are better carried out in a low-pressure environment.

Managers should be aware of the 4 factors when allocate tasks and projects to people, also various forms of people’s personal pressure (from family lives, or underlying concerns about their role or organization) should be beard in mind when setting deadlines or distributing workload.
Remember: appropriate pressure can motivate employees and benefits the organization, excess pressure is a stress and Cause fatigue, and more work stress leads to employee burnout.

Employee burnout refers to the extreme stress employees feel that can eventually lead to their departure; it happens when an individual’s physical, emotional and mental resources are spent, it’s the complete loss of interest in and motivation to work. Think of it like a flame — when the wick’s burnt out, it’s done.
Burnout spreads like wildfire, one frustrated employee can instigate negativity that demotivates top performers and deters exceptional candidates from joining your team.

It’s all about the manager, knowing they have someone to turn to with questions and concerns gives employees a sense of security and confidence what makes them less likely to be burnout.

Working toward an unattainable goal will severely frustrate employees, also if employees don’t know what is expected of them they will never feel belonging to their work, increasing the risk of burnout.

Feeling appreciated by the company increases employees confidence at work and feeling undervalued leads them to risk of workplace burnout.

When workload starts to feel like a marathon without a finish line in sight, employees start to burnout, they need to be able to catch their breath before jumping back into their work.

Below are common indicators of employee burnout to watch out for yourself or your team members.
1. DISINTERESTED OR NERVOUS BODY LANGUAGE
2. LACK OF INVOLVEMENT IN SOCIAL ACTIVITIES
3. FREQUENT ABSENTEEISM
4. MORE FREQUENT ILLNESSES
5. REDUCED PRODUCTIVITY
Early intervention is the key to getting ahead of employee burnout before the toxic cycle begins, but once it begins it may be irreversible.

1. PRIORITIZE WELLNESS AND MENTAL HEALTH
2. OFFER BREAKS THROUGHOUT THE DAY
3. SET AND MAINTAIN REALISTIC EXPECTATIONS
4. OFFER FLEXIBLE SCHEDULING
5. IMPROVE AND AUTOMATE PROCESSES
6. ENCOURAGE PASSION PROJECTS
7. MAKE TIME FOR FUN
8. OFFER REWARDS

Employees are your most important organization’s asset, Making sure they have the support they need to be successful should be your number one priority as their manager, Otherwise be ready for a big losses.