The risk of promoting selfcare in response to burn-out
A reflection on selfcare in the context of burn-out
My prevailing view on encouraging and practicing wellbeing has recently been challenged. Research shows an increased trend in self-help, self-nurturing and wellness interests, but with very little explanation as to the bigger picture. I question the promotion of selfcare in a chronic high stress environment, beyond our control.
A realistic process is to shift the message toward a collaborative approach, with the aim to building a resilient workplace. Selfcare centres ownership of health onto the individual, whereas burn-out syndrome is the result of unmanaged chronic workplace stress (WHO).
The burn-out phenomenon is not new, having kept pace alongside the selfcare movement since the start of the 21st century. The pandemic, besides, created a rise in the number of people suffering burn-out, and a consequent stronger interest in self-nurturing.
Empowering individuals to develop coping mechanisms is important, but there are risks in encouraging selfcare in high stress times. These include:
The potential to develop a sense of personal failure > blaming the victim
Isolating individuals in their time of need
Unaddressed and unmanaged chronic stress in the workplace
Could selfcare make burnout feel like a personal failure?
An unhealthy work environment could produce signs and symptoms recognised as burn-out. Because companies want their employees healthy and well, many have developed or are supporting wellbeing programs that encourage employees to practice selfcare. These great initiatives come from great intentions, nevertheless, these programs suggest the responsibility rests with the employee, sending the message, “If you look after yourself, you will feel well”, thus reinforcing the belief that the individual is responsible for managing their own health.
Selfcare is not a remedy to burnout.
When work schedules become heavier, employees, especially managers and leaders, cannot fit more into their agenda. Unclear direction and work overload can maintain them in a constant state of exhaustion, while pressure mounts for employees to stay healthy.
Selfcare encouragement can then work as reminders that they are not meeting expectations, not doing enough. Without success or improvement, an employee’s stress and exhaustion translate as personal failure, and their burn-out syndrome could worsen, perpetuating a negative cycle, potentially leading to mental health conditions.
Furthermore, the self-belief of personal failure creates a sense of isolation. The individual is highly likely to feel inadequate and blame themselves, with the common reaction to distance themselves from their group. Reinforcing the message of selfcare suggests that engaging in wellness activities will solve loneliness, when stress overload is the root of the problem.
When wellbeing turns into a duty, its health benefit declines.
Exhaustion overrides passion. An overstressed employee will almost certainly fail to find joy where they did before, which may extend to their community. Engaging in a wellness activity is then viewed as an obligation, compounding the feeling of isolation. Accordingly, selfcare on its own could worsen symptoms of an undiscovered mental condition.
When an individual is encouraged to take time off work to get medical support, it could feel overwhelming and confronting. They might feel isolated, left to deal with health concerns that was not of their doing. It’s a time when the support of others will be needed.
Mental health studies indicate social interactions play an important role in the management of mental health conditions.
Shifting selfcare toward mutual care, respect and collaboration
Finally, promoting selfcare initiatives does not address the underlying cause of burn-out. All the self-nurturing practices we undertake will not improve our well-being if we are constantly confronted with stressors that we have no control over. Without significant changes in the workplace, a stressed employee will return to the same workplace to again suffer burn-out. An unhealthy workplace is likely to impact every employee, some may not be pushed to full burn-out but other issues might arise.
Because of group interdependencies, a group has greater influence than an individual to make significant changes within a workplace. Brainstorming with more than one mind is sure to gather creative thinking and positive change that one person alone might not achieve.
“There are no problems we cannot solve together, and very few that we can solve by ourselves.”
Practicing selfcare is important in maintaining our mental, physical and emotional wellbeing. “Self-care practices should be engaged for the purposes of health enhancement and self-potentiation,” says Justin D. Henderson, PhD. Selfcare is not the solution in a chronic high stress environment where an individual’s resilience will be quickly eroded through long exposure to stress. Consequently, a toxic work environment needs to be challenged and changed. If the workplace is to be healthy, then wellbeing needs to be perceived as a group-oriented goal (Justin D. Henderson) because individuals are not independent creatures in a work environment.
Creating quality, authentic connections is a preventive and long-term solution. The article Stop Framing Wellness Programs Around Self-Care suggests the acknowledgment of a toxic situation will result in inclusion and shared coping strategies. It might be worth considering.
How to encourage selfcare and make the workplace better
Here are some ideas collated from different articles in offering an alternative to selfcare.
Invest in a wellbeing program with a group-oriented focus
Establish appropriate work boundaries
Support everyone from top down, to say no to meetings in their own time for example, at lunch time
Place work hours boundaries
Encourage breaks, by asking people to join you on your walk, coffee etc.
Set clear expectations and directions
Mention the shared purpose and sense of importance of the role
Debrief on unsuccessful and successful projects
Enhance connection between team members
Give recognition
Have fun together
Know the value of your people and what they enjoy
Promote slowing down – No-one is likely to die if the project takes 6 months instead of 3 months, but the reverse might not be true.
Invite individuals to share their stories, difficulties and emotions
Create safe space and time
Listen without judging
My recipe to combat workplace stress: Fostering team unity through nature.
Why not have your next meeting or group activity outdoor?
Boost your team's thinking abilities by taking them out of the office and into nature. When we're stressed, it's hard to think effectively because we're not grounded in the present. Spending quality time in nature grounds us in the present, bringing a sense of calmness and clarity that can lead to fresh perspectives. Nature provides the perfect environment for teams to meaningfully exchange, strengthen connections, and share ideas.
I invite you to have Team Time outdoor for tackling challenging conversations. On a nice day, take the advantage to visit your nearest local park.
If you want to know more on how fostering group connection in nature, you are welcome to contact Sarah at Attune to Nature. Nature flows in you.