Re-reading Issue 7 of our newsletter, (our first anniversary), we wanted to see what the significant differences were in our experience another twelve months on.

On one level we feel there are positive signs, in that clients we work with are looking for more integrated and holistic solutions to improving leadership capability and workplace cultures. Working at the causal level rather than papering over the cracks. That’s the up.

And on the down, things seem just as challenging, perhaps even more so than before in terms of the level of change and the extent of the demands on leaders, managers and individual contributors alike.

Based on our discussions with clients across many different industries there is a growing catch-22 situation. The cognitive, (and arguably physical and emotional), load on employees is growing due to both internal and external challenges, which is leading to what might be generalised as “burnout”. More burnout reduces cognitive capacity even further. A vicious spiral that is then difficult to escape from. This isn’t new in the slightest, it’s just more acute. Change is just not as simple as asking people to adopt new behaviours, because they haven’t the cognitive capacity, (let alone the conditions around them), to practice new behaviours to such an extent that they become habits.

Beyond the sheer bravery of leadership to admit things need to change in the first place, the sophistication required in the design and delivery of developmental change programmes in order to short-circuit this vicious spiral is increasing. This is especially true when the commissioners themselves are often burnt-out, grasping for change, good intentioned, while often afraid, (or unclear), of what the change might require of themselves let alone those they lead or support in the organisation.

And therefore that leads us to what is exactly the same as it was 12 months ago, the nature of healthy and highly productive individuals, teams, systems and organisations. It’s not rocket science as we know, and yet it remains consistently ignored, or probably more accurately described, feared and yearned for in equal measure.

And so Emei remains deeply committed to helping those that want to develop healthier, more sustainable, and productive cultures, against this backdrop of increasingly limited capacity for practicing new behaviours. It is possible.

Bring on year 3.

—
The Emei Team

Replenishing

A collection of the developmental insights and provocations that we have found particularly motivating:

• Compelling and thought-provoking report from McKinsey on the value of adopting a "one-firm" approach, psychologically, emotionally, physically (structurally), and environmentally. We find most leaders and employees we work with struggle to feel like "one-team" let alone a department, division or company. What about you? When you think about your colleagues, other teams, or departments, where do you sense any separation starts on your journey to "one-firm"?

• Mindfulness in Westminster: Reflections from UK Politicians is now live and available to download. Drawn from around 20 interviews with UK politicians, the report captures the personal and interpersonal benefits they feel mindfulness has brought to them - from better focus and wellbeing, to responding more creatively to difficulties rather than reacting impulsively, being able to disagree better and, in the words of one politician "become better working colleagues in a highly divisive and stressful working environment".

• By understanding the real reasons we are driven to do what we do, we can get the best out of ourselves and others....don't beat yourself up though! Here's an easy five minute read from Nir and Far that might bring you a little nugget of insight that could serve you in the future.

• Salary isn’t the best way to retain top talent: kindness is. As we navigate economic uncertainties and geopolitical tensions, kindness isn’t just a nice-to-have, but a necessity in both our personal and professional relationships. Research also shows that kindness is a game-changer for businesses, offering benefits like talent retention, a thriving culture, enhanced engagement, and increased productivity.

• Not getting on with your boss? Holding a grudge against a colleague? Avoiding those in-person meetings? It might be worth considering the potential consequences on your long term health and happiness of the quality of your relationships...or better still, be inspired by the opportunity you have to live a longer and happier life by leaning in and working things out with each other. According to the longest study of adult development, (over 75 years), from the Harvard Medical School, good relationships keep us happier and healthier. Socially disconnected people are less happy, their health declines earlier in midlife, their brain functioning declines sooner, and they live shorter lives. What better motivation might we all have to nurture more connected and meaningful relationships at work and in our lives...

• Want to develop psychological safety in your team, or business, or any relationship for that matter? Well a good starting point would be to simply understand why, and what type of liars we all are, as lying erodes trust faster than a New York minute. Here's another great article from Nir and Far that neatly lays out our different types of lies, while also offering suggestions as to practices that could help overcome them.

Guest Columnist

In each issue, we'll either invite a guest to write a column on something related to personal well-being and inspiring leadership, or spotlight amazing companies that we've noticed doing great work around their employee experience and organisational culture.

In this issue, we welcome Samantha Roseman.

Sam is a seasoned Employee Relations Practitioner with over 20 years’ experience working at all levels across various Industry Sectors.  She has always been committed to and passionate about securing positive outcomes for the organisations she works with as well as the people in it. She is particularly mindful of the importance of engaging positively with employees, showing them authentic commitment and value.

Having witnessed the deeply damaging effects of burnout over the years in multiple contexts and having experienced burnout herself in 2020, Sam is passionate about finding ways to prevent such occurrences rather than embark on lengthy and often costly ‘firefighting’ measures to help with recovery and rehabilitation.

A top voice on LinkedIn she has since retrained in Therapeutic Massage Therapy, and aims to combine this with her HR experience in a holistic way to become part of the solution to burnout prevention and employee engagement in companies in the future.

Alienation of Self and Burnout!

It has traditionally been believed that we all react to chronic workplace stress in the same way.  But research has revealed [(Jesús Montero-Marín and Javier García-Campayo BMC Public Health 10, Article number: 302 (2010)] that Burnout manifests itself in different ways depending on a person’s work environment as well as their internal resources, and coping mechanisms.

While burnout is a complex syndrome, with many causes, I want to focus on one particular cause, as it stands out for me, having witnessed it during my career in Human Resources, and as a burnout sufferer myself.

In my case, it was not the cause – my own experience of burnout was caused by other factors, and perhaps that’s a story for another article sometime. But here I want to focus on what I would call ‘Alienation of Self’ – both from ourselves, our work and/or our working environment.  I have borrowed this concept from the philosophies of Marxist, Hegelian and Freudian traditions of thought. (Marx vs Hegel definition on alienation of self; Alienation | Encyclopedia.com)

So what is Alienation?

Alienation refers to the estrangement one feels in relation to their work, environment, or even themselves. In a work setting, this can manifest as a disconnection from the tasks you perform, the objectives/values of the organization, or the people/stakeholders you interact with around you. We might refer to alienation in the workplace as “The Invisible Chains”!

Experiencing Alienation at Work

In an era dominated by corporate cultures that emphasize productivity and efficiency, and with the onset of AI taking hold in so many areas of working life, employees may feel they have become cogs in a machine, that their work lacks meaning or that they have no control over the outcome of their efforts. This kind of alienation can not only lead to reduced job satisfaction but can also escalate into burnout.

The Road to ‘Hell’ or Burnout

Whether at work or in personal circles, the progression from alienation to burnout is often subtle, insidious yet inevitable. Disengagement leads to lower productivity, which feeds into a loop of self-criticism and even deeper alienation. Emotional resources deplete, ultimately leading to burnout—where even minor tasks seem overwhelming.

Recognizing the Signs

Understanding the symptoms of alienation and burnout is crucial for early intervention. Feelings of detachment, lack of enthusiasm, and a growing sense of cynicism are red flags in relation to this type of burnout, that should not be ignored.

Breaking the Cycle

While alienation and burnout can be debilitating, they are not irreversible. Mindfulness, a supportive work culture, resources available to employees, setting boundaries, and engaging in meaningful activities can act as constructive counter-forces. Equally important is the role of organizations in acknowledging the human elements of work and creating environments that nurture well-being.

Conclusion

The concept of ‘alienation’ and its relationship to being a factor in causing burnout, is in itself multifaceted - while psychologists believe that alienation stems from the individual’s estrangement from self, or an internal conflict within oneself, philosophers and sociologists believe that the root cause of this alienation, and by implication burnout, is driven by structural constraints in society or in this case, within the Workplace Environment and structural organisation.  And while the former advocates that individual therapy/counselling is the solution, the latter favours a shift in the organisational structure, norms, values, and culture to enable individuals to be able to realise their potential through their work, in a meaningful, fulfilling way where they feel they have some autonomy and control of their work and employee relations.  Perhaps the answer lies somewhere in the middle, and requires both an individual and workplace structural shift.

I think one thing we can all agree on, is that Burnout is the “Black Plague” of the 21st Century, and while more insidious in its onset/manifestation, it cannot be ignored!

And on that note, I leave you with these words from Ariana Huffington – 

“Give up the delusion that burnout is the inevitable cost of success”

Sources: 

research has revealed [(Jesús Montero-Marín and Javier García-Campayo BMC Public Health 10, Article number: 302 (2010)]

Marx vs Hegel definition on alienation of self; 

Alienation | Encyclopedia.com

Soul on Deck

Our blog, Soul on Deck, is a personal reflection of our own dreams and aspirations at Emei. We know our art is our life and our lives are our art and our invitation to you is to connect and explore the unknown unfolding in front of you through this art. We wholeheartedly encourage you to embrace and yield to the unknown seas and landscapes we traverse together to help your soul to shine and to inspire and light up others.

We are on the journey with you.

Thank you for reading

Our wish is for individuals and leaders like you to take nourishment in our words, practices, and provocations to help support you in accessing your hidden resourcefulness and helping change the workplace.

Change is rarely a straight line or straightforward journey and we hope we can help unlock that powerful source of trust and belief for you in a different future where your brilliance is realised.