Workers turn to them for support, customers trust them for answers, companies lean on them in crisis situations.
Yet as the pandemic spreads inexorably, experts say endless demands from business leaders are pushing some to the brink of burnout.
Stress, uncertainty and long hours are causing discomfort among many managers. It’s a condition that, if left unchecked long enough, can manifest as burnout, disengagement, depression and exhaustion, they say.
“Leaders are under tremendous stress,” says Paula Allen, global leader and senior vice president of research and total wellness at LifeWorks.
“When the pandemic started, we saw adrenaline spike, decisions made quickly, and work get done,” he says. “But he has been relentless. The leaders are exhausted.”
It’s not just about the people in charge hitting a wall 22 months, five waves and multiple variants in the COVID-19 pandemic.
New research has found an extreme level of burnout among many Canadian workers from the bottom up. Many say they are more stressed now than during the initial shutdowns.
Frontline essential workers, from nurses to grocery store clerks, have faced myriad risks of infection. Others face precarious jobs with no sick days or benefits. Some have lost their jobs entirely and are struggling to pay rent and buy food.
Compared to these difficulties, some might be quick to dismiss challenges from leaders.
However, many have reported an increase in burnout and mental health problems since the start of the pandemic.
Supervisors, lower-level managers, small business owners, and top executives are faced with ever-increasing demands and increasing volumes of work.
Many are putting in overtime to keep things running while providing support and encouragement to workers.
“Business leaders are supposed to be cheerleaders,” says Mike Johnston, president and CEO of Halifax software company Redspace.
“But we’ve been trying to rush and pivot and get through this for so long. I ran out of fuel.”
For some managers, the inability to offer more certainty and support to workers is what keeps them up at night.
“When you’re the leader of a group of people, you want to have all the answers,” says Barry Taylor, COO of The Ballroom, a large entertainment venue in downtown Toronto.
“But you don’t and you just feel helpless and drained.”
Experts say late-stage pandemic fatigue is taking its toll on many managers, with some veering toward burnout.
Symptoms can include emotional exhaustion, detachment, loss of motivation and reduced efficiency, all of which can have a ripple effect throughout the workplace, they say.
“These are burnt-out leaders leading burnt-out teams,” says Jennifer Moss, a Waterloo, Ontario-based workplace consultant and author of The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It.
“Managers are trying to be stoic and show strength and certainty to their employees when many don’t feel it.”
Pandemic burnout isn’t unique to leaders, but he says there are particular stressors facing those in charge.
“It can be more isolated at the top,” says Moss. “Senior leaders and managers can sometimes feel very alone.”
There’s also a perception that because people in managerial positions “make a lot of money,” they need to be prepared to deal with added responsibility and stress, he says.
“Sometimes we forget there’s a human being behind that role and no matter how much they’re paid, how much they make, it doesn’t address the grief and pain and stress that they’re dealing with,” says Moss.
The perception that managers must demonstrate unwavering leadership and steadfast support for their workers can heighten fears of seeking help, experts say.
“There’s a definite stigma,” says Chantal Hervieux, associate professor of strategy at Saint Mary’s University Sobey School of Business and director of the school’s MBA program and Center for Excellence in Leadership.
“There is less acceptance of leaders talking about mental health issues.”
Leaders are expected to be in control, have the answers and support their team members, she says.
Despite the near-constant uncertainty and upheaval of the pandemic, those expectations have stayed the same, or increased, says Hervieux.
“Canadian business leaders are working hard to keep things going, but some are hurting,” he says. “They are paying a price for mental health and we need to talk about it.”
The challenge of trying to lead during the pandemic is supported by research.
A survey by LifeWorks and Deloitte Canada released last summer found that 82 percent of senior leaders reported feeling burned out.
The survey found that the top two stressors were an increase in workload compared to pre-pandemic levels and a desire to provide adequate support for staff well-being.
More than half of those surveyed said they were considering stepping down.
“I’ve been talking to other CEOs and there seems to be a shift,” says Redspace’s Johnston. “There are a number of founders looking to get out, get out. The fun of the chase is not balanced by the stress.”
Still, despite some of the unique pressures leaders face, burnout appears to be affecting all workers.
A new Bromwich+Smith survey by Angus Reid found that more than 70 per cent of people surveyed are concerned about their physical and mental health, including trouble sleeping, fear of COVID-19 and burnout.
Another Canada Life study found a high level of burnout among Canadian workers. The survey by Mental Health Research Canada found that more than a third of all working Canadians feel burned out.
This report from The Canadian Press was first published on January 17, 2022
