Why Employer Branding is the Cure for Leadership Burnout3 min read.
Employees turning away from high-pressure work environments has been well-documented with a slew of 'Quiet This' and 'Quiet That'. But leaders can find it harder to walk away, leading to stress meltdowns and negative performance. In that context a strong Employer Brand is vital. Here's why...
We hear a lot these days about employees facing burnout in the workplace and how to factor in wellbeing and self-care to avoid becoming over-stressed.
But since forever and a day burnout has also been an issue among leaders and executives and has worsened since the pandemic. A recent Deloitte survey showed that almost 70% of executives are considering leaving their jobs for a less stressful environment.
Executives and leaders often face immense pressure and responsibilities, leading to high stress levels and, ultimately, the dreaded burnout.
However, a well-crafted workplace culture and strong employer branding can play a crucial role in mitigating these challenges. By establishing a clearly-defined employee value proposition and building a positive employer reputation, organizations can alleviate the burden on middle to senior management and create an environment that fosters well-being and resilience.
If senior leaders want to keep their best management teams, now is the time to listen, evolve with empathy and align with a strong cohesive people strategy.
Character is most often revealed under pressure. And companies who have thrived in fair weather are now being found out because they don’t have the culture to cope in rough weather. The result? Their best leaders leave.
Employer brand strategy is designed to achieve many things, the most relevant in this case is a clearly defined employee value proposition that sets expectations firmly in reality, so people can confidently make independent decisions without repercussions.
When conditions are ‘normal’, if you build equity amongst your people as you operate within the guardrails of expectation, then in challenging times, operating outside of the normal proposition, you can rely on alignment, loyalty and commitment based on your reputation and a belief that things will return or change back to something more tolerable.
This means that accountability and responsibility are shared further up and down the organizational structure, which relieves some of the pressure from middle to senior management.
Defining the Employee Value Proposition
A well-defined employee value proposition (EVP) forms the foundation of a healthy workplace culture. The EVP encompasses the unique set of benefits, opportunities, and values that an organization offers to its employees.
By establishing a clear EVP with clear guardrails and parameters, organizations set realistic expectations, enabling employees to make informed decisions without fear of negative repercussions.
It enables executives and leaders to confidently operate within the framework of their roles, knowing what is expected of them. This clarity helps prevent ambiguity and can reduce stress levels, allowing them to focus on their tasks without constantly second-guessing themselves. Additionally, an EVP that aligns with the organisation's values fosters a sense of purpose, making work more meaningful and fulfilling for executives.
Employer branding plays a vital role in enabling an organisation to survive periods of turbulence. During times of success, organizations can build equity among their workforce by consistently delivering on their EVP promises. This builds trust, loyalty, and commitment among employees, creating a positive work environment.
When an organization faces difficult periods or operates outside the norms of its EVP, a strong employer reputation becomes invaluable. Employees who believe in their organization's reputation and track record are more likely to react with resilience and patience.
They trust that the situation will improve or change back to a more sustainable state, reducing the burden on executives who might otherwise feel solely responsible for navigating challenging circumstances.
If you veer away from your pre-defined navigation points then you will quickly become lost and start to flounder. That's when stress and burnout become an issue.
Culture plays a vital role. An effective workplace culture and strong employer branding promote shared accountability and responsibility up and down the foodchain.
Traditionally, the burden of decision-making and problem-solving rests heavily on middle to senior management. This concentrated pressure can lead to high stress levels, increasing the risk of leadership burnout.
When the burden is shared throughout the organization, however, the pressure is distributed more evenly. A culture that encourages collaboration, empowerment, and autonomy allows employees at all levels to contribute their skills and expertise. This not only alleviates pressure on the leadership but also fosters a sense of ownership and empowerment among employees, leading to higher job satisfaction and engagement.
Fostering a Supportive Work Environment
When organizations prioritize employee well-being and work-life balance, they create an environment where leaders can thrive without being overcome by pressure.
By implementing policies that promote flexibility and stress management, organizations demonstrate their commitment to employee welfare.
Initiatives such as flexible working hours, wellness programs, mental health support, and opportunities for professional development are now all commonplace.
Executives who feel supported by their organization are better equipped to manage their workload, make informed decisions, and enjoy a healthy work-life balance.
Moreover, shared accountability and responsibility alleviate the pressure on middle to senior management.
Organizations must invest in developing a strong workplace culture and cultivating a positive employer brand. By doing so, they not only safeguard the well-being of their executives but also promote overall employee satisfaction, engagement, and productivity.