Tackling a toxic workplace is key in preventing burnout

The Stress and Burnout problem

With 74% of people reporting being unable to cope with their stress levels in the last year (Mental Health Foundation), managing stress is more important than ever, especially in the workplace where burnout is a growing concern. 

In a recent 2022 McKinsey study, toxic workplace behaviour was the biggest predictor of burnout symptoms and intent to leave work by a large margin, followed closely by anxiety, depression and distress. 1 in 4 employees experienced high rates of toxic behaviour and these in turn were 8 times more likely to experience burnout!

Employee-focused wellbeing support can help prevent stress from turning to burnout, but in light of this latest research, this is more likely to succeed with the support of an employer who does not tolerate toxic behaviour. Both the individual and the company need help.

We clarify the differences between stress and burnout, and how to recognise and tackle toxic behaviour in the workplace. 

The difference between stress and burnout

Driven by a chronic imbalance between job demands and job resources, burnout is an occupational illness. It is not the same as stress but is a result of stress at work that has intensity, duration, and persistence. This stressed state eventually gives way to physical and emotional exhaustion, a reduced ability to think clearly and regulate emotions. Feeling depleted, depressed, unmotivated and no longer able to meet the demands of work, people become detached and cynical.

The signs of stress and burnout  

Recognising toxic behaviour 

As an employee, if you feel unvalued, belittled, or unsafe at work, it is likely you are experiencing toxic interpersonal behaviour from a colleague or manager.  This could be:

• Unfair or demeaning treatment with incivility, ridicule, and lack of empathy

• Non-inclusive behaviour and lack of specific support for those who need it

• A blame culture where individuals are blamed too readily for mistakes

• Micromanagement reducing autonomy and confidence of employees

• Unrealistic expectations of long working hours and 24/7 availability

• Leadership superiority treating staff poorly and as lesser people

• Cutthroat competition and willingness to sabotage others

• Abusive management and unethical behaviour such as bullying or gaslighting

Tackling toxicity to prevent burnout and manage stress

Shifting the focus from the individual to the company 

The McKinsey report is clear: individuals’ resilience and adaptability skills cannot compensate for unsupportive workplace factors and a bad environment. In fact, these skills may only give the individual confidence to leave and find a better path elsewhere.

“The McKinsey report is clear: individuals’ resilience and adaptability skills cannot compensate for unsupportive workplace factors and a bad environment.”

Employers need to now take a systemic approach. For employees' increased work satisfaction and engagement, the most important factors revealed by McKinsey are the company-wide promotion of inclusivity and belonging, a supportive growth environment, a sustainable and predictable workload, and a culture free from stigma. Something that can support all of these is to put kindness and compassion at the centre of every interaction.

Kindling kindness at work

Kindness does not mean softness or weakness. Kindness means listening to others and giving them what they need, for example, upskilling and appreciating an employee’s value openly. Kindness counteracts stress and builds trust, increases respect and creates a positive work culture helping people feel more satisfied and happier at work.

Personally, kindness steadies our mind by reducing self-criticism and steadies our feelings by soothing our nervous system. When we are kind to ourselves we can be kind to others, strengthening relationships. Kindness requires self-regulation of emotions so that we don’t explode at others when under pressure. 

With acts of kindness, we reflect a healthy mindset of thinking about others with compassion. A culture of kindness at work undermines toxic behaviour that is built on a selfish and narrow behaviour and mindset. Kindness supports inclusion and flexible practice and allows for work adaptations.

In summary, apply values daily that underpin kindness. Respect, equality, integrity, fairness, thoughtfulness and empathy all help to erode a toxic culture and improve healthy behaviours. Leaders can lead by example to decrease stigma, and displaying compassion will fuel more compassionate teams, reducing unfair treatment and toxic blame. Do this, and employees will thrive.

Don’t hesitate to book a session with us if you’d like to learn more about psychological safety at work.