As Jesus followers we are called into the Kingdom Life. This blog will help us converse and learn what that means. It will contain thoughts on Scripture, Sermon Reflection, Leadership Training and interesting reads. -Pastor Jeff

Wednesday, May 13, 2020

Optimism Fatigue: 5 Practices to Avoid Leadership Burnout in Crisis

I write this for the sake of leaders. You are paying an emotional toll amid this crisis that perhaps you are unaware. It’s insidious cost that sneaks up on us, catches us off guard, and amplifies the intensity of nearly every public action we take, every post, every public word we speak. It looms in the background of nearly every meeting, conversation, phone call and email. It’s born of the expectations that come with our roles. It’s the unspoken expectation of those we lead.

The emotional cost...optimism fatigue.

Leadership doesn’t afford one the luxury of losing their bearing amid a crisis. Leaders don’t run around shouting like Chicken Little that the “sky is falling.” Leaders can’t bounce between the latest conspiracy theories, or publicly vent and rail about things they’ve no control over. What’s the adage, “cooler heads will prevail?”

Leadership is about meeting challenges head on. It’s about being calm in the face of chaos, deliberate in the face of the deluge of uncertainty, and measured in the mayhem. Leaders don’t bury their heads in the sand to avoid the bad news nor do they wallow in “woe is us” mud of broken moments. Leaders authentically embrace the real news (even when its bad news), name the challenges, but then seek to help the people they lead envision the possibilities and opportunities emerging from the crisis.

It’s born of the expectations that come with our roles. It’s the unspoken expectation of those we lead.

Leaders have the capacity to reframe reality for the people they lead, boldly challenging those they lead to meet the opportunities with resilience and hope. Leaders remain optimistic for the sake of their people and their organization. Leaders carry a profound weight amid crisis.

The longer the crisis remains, the greater the emotional toll of mustering optimism.

Being a leader doesn’t exempt you from the same insecurities and anxieties others experience. It doesn’t exempt you from the mornings you wake up and think, “This ship is going down and if the people knew who was at the helm they would be lowering the life rafts right this moment.” Leadership doesn’t exempt one from self-doubt, fears, and even the internal battle of despair. Leadership doesn’t mean we aren’t asking the same questions everyone else is, frustrated by the same lack of information, and the wish that we could just wave a magic wand and make it all go away. Being a leader doesn’t exempt us from the human condition.

It’s that tension, the longer the crisis remains, that exhausts us.

We know how we feel, but we know what’s expected of us, because let’s face it, “cooler heads will prevail.”

Optimism fatigue is real. It makes the normal workday seem absurdly exhausting. It tempts us to become resentful of our organizations and those we lead, wishing we didn’t have to constantly talk them into remaining hopeful. We ask, “why do I carry the entire load.” It erodes our energy and leaves us bankrupt of emotions for those we care most about. But what must we do about that?

Here are 5 things that might be helpful:

1.) Reclaim Safe Space: Find other leaders who are carrying a similar weight and allow that to be a safe space to vent, share, and articulate the deep fears and concern.

2.) Restore Margin: Crisis is all-consuming...Or at least it can feel as though it is. When’s the last time you took a real day off? I mean a full day without responding to the demands of others. If that is impossible in this current season, find some margin of disconnection and clearly communicate it to your organization. “Every Friday from 3 until Saturday morning I’m unavailable.”

3.) Resist the Urge to React: In a crisis, you will see some stuff on Social Media. Not every post requires a reaction from you. Sometimes people are just saying stuff. They are venting their fears because they don’t know where else to say it. Let it be. PM them and tell them you are praying for them or thinking of them in these difficult times. Avoid the useless arguments.

4.) Retain Authenticity: Nothing I’ve stated in this article suggests that leaders should be inauthentic. Know thyself as a leader. Allow the people you lead to know you as well. Authenticity doesn’t mean we verbally vomit on the people we lead. However, a leader can state, “Like you, I too have deep concerns and questions about our future.” One can name emotional proximity to the people. Empathy connects us and keeps us grounded in our true self.

5.) Recognize the Warning Signs: As a leader, you aren’t, in the face of crisis, exempt from depression, burnout, and anxiety. Stay aware and be honest with yourself and with others. Do you have a therapist/counselor? Do your loved ones understand the emotional toll? Are you isolating? Are you coping with some form of compulsive behavior? When’s the last time you’ve seen your physician?

Optimism fatigue in the face of crisis is real. You are carrying a burden. You are not alone. It is time to take action.

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