What is microstress and how to deal with it

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Interaction with employees must be structured in such a way that even taking into account the clear boundaries of “manager – subordinate”, each team member can discuss their problem with the team leader: someone needs help to focus and set priorities in time, and others just need to be listened to because they need to speak out.

For example, we have "whinings" where people can netherlands telegram database calmly talk about everything that worries them. Also, a psychologist is included in the voluntary health insurance, since professional consultations are also an excellent prevention of burnout.

If there is no trusting relationship with the team, and all communication is limited to discussing work processes, it is difficult to track the employee's mood. Accordingly, it is easy to miss the moment when he is on the verge of burnout. This results in a decrease in personal KPIs and difficulties in work.

Burnout should not be allowed in the team leader himself. If he is not in the right place - he does not like working with people and performing the tasks assigned to him - it is extremely difficult to motivate him and pull him up to a good level. In this case, you should not expect him to motivate the team.

Read on the topic:
Motivation for development
It is necessary to initially discuss who wants to study and where, set a budget for this. Build career development paths for each team member, including the team leader. Discuss how this will be implemented. Then, at the moment of burnout, a person will discover the route of his career path, remember why he does everything, and find the strength to move on.