Speaker 1: Hey, it's Rachel Cook, your modern mentor.
I'm the founder of Lead Above Noise, where we help leaders
activate performance without sacrificing humanity.
This is part three in our series on burnout.
In part one, we redefine burnout, not just as too much work,
but as too little of what makes work meaningful.
We talked about what happens when we're missing clarity,
momentum, connection, or purpose.
And then in part two,
we looked at the burden we're placing on managers
and at how they're carrying so much more than they need to,
or that's productive,
and it's time to lay down some of those unnecessary burdens.
And now we're at part three,
and this is where we begin to rebuild, but slowly
and gently, because burnout is not a binary.
You're not either burned out or not burned out.
You don't fix it in one fell swoop, you chip away at it.
You make space for small experiments.
You choose shifts that create breathing, room and relief.
One conversation, one reset at a time.
And remember, if you are looking for more support
or resources, head over to lead above noise.com/burnout
for some more goods over there.
So today I wanna use a framework that I've used with
so many teams, and it's my activation framework,
which stands on the four pillars of deliver, develop,
connect, and thrive.
And when we understand each of these,
the framework becomes our roadmap
for healing while dialing up our impact,
each pillar gives us a lens, a way to look at
how we're working and how it might be fueling
or quietly draining ourselves or our teams.
And I wanna use each pillar to ask a few questions
that you can bring to your teams or just sit with yourself.
Let this be an invitation to reflect,
to collaborate, and to experiment.
And then after each set of questions, I'll offer up a couple
of tangible actions.
You might think about taking not full solutions,
but starting points.
Okay, let's get into it.
We start with deliver, which asks the question,
are we making the work work for us?
One of the biggest myths that we've named in this series is
that burnout is always about volume, because often it's not.
It's about friction and how hard the work feels.
It's about inanity or inefficiency
or death by status, meeting, treadmill, we're all running on
and these are what deplete us.
So here are some questions to ask your team.
What parts of our work are feeling harder
than they probably should?
Where are we spending energy without really
seeing a value that matches?
And if we could deliver the same results
with fewer frustrations, what is one change
that we would start by making?
And maybe you try one of these.
Maybe you replace a recurring check-in meeting
with a shared doc or a short voice memo,
something a little faster and a little more human.
Maybe you'll look for a repeat snag in your workflow,
like missing inputs, redundant approvals,
and you propose one small tweak, not an overhaul,
just peeling back a layer.
Or maybe you push down a decision that your team is ready
to make without your involvement.
This is where we start to reclaim energy, not by doing less,
but by removing the sludge that's slowing us down
and sucking our souls out through our eyeballs.
Next, we've got develop.
And this asks, are we working in ways that stretch,
grow and excite us?
In episode one, I mentioned that burnout can show up not
as exhaustion, but sometimes just as boredom.
When we're stuck in sameness, when we're not challenged
or stretched, our days start to feel heavy,
even if they're not technically full.
And finding ways to learn in the rhythm
of the work is an amazing way
to drive up our engagement while expanding what we're able
to deliver to our organizations.
It's a win-win. So here are some questions to ask your team.
What part of our work is screaming for reinvention?
And if we had to rebuild it from scratch,
what might we do differently?
Where could we start to trade expertise amongst each other?
What's something you do well
that somebody else might wanna learn?
And what are you curious to learn from a peer?
And when's the last time you taught,
coached or mentored someone?
What would it look like to build more moments like
that into our workflow?
And then maybe you try something small.
Maybe you invite someone to co-lead a regular task with you,
not just to help but to really learn and grow through it.
Or you ask a team member to lead a team meeting.
Give them the chance to build it, design it, facilitate it.
Or maybe you ask a team member to bring a new approach
or a new tool to an upcoming meeting.
Give them the spotlight. A moment that adds value
and energy to the routine
all while you're learning together.
Finding ways to discover flow, to feel excited about
how the work is feeding our intellectual curiosity can be
amazing in pushing burnout back out the door.
Next we've got connect, which asks, are we doing this
with each other or just near each other?
Disconnection is everywhere at work right now.
Hybrid setups make it harder to feel in sync.
Trust has taken a hit in so many organizations,
and the pace of work often means
that we skip the small moments that help us to feel human.
But research tells us that community
and belonging are essential.
And when we dial it up, it fuels our spirits in ways
that help inoculate us against burnout.
So if you wanna explore this with your team, you might ask,
where do you feel seen and supported in our day-to-day?
And where do you feel like you're going it alone?
What helps you build trust with a teammate
or feel trusted by a teammate?
What elements of our work are suffering
because we're working in tandem, rather than
actually leaning into and leveraging each other's strengths
as a force multiplier of our collective talents.
And then maybe you try a small experiment.
Maybe you introduce a monthly spotlight
and support session where one person shares a current
challenge or opportunity, and the team responds not
with critique, but with ideas, offers of how
or reflections on similar experiences.
It's like a group coaching session.
It builds vulnerability
and reminds everyone that no one is doing this alone.
Maybe you take one project
and you run a strength-based reset.
You ask, what does each person bring
that we're under utilizing?
And then you shift some of the responsibilities to ensure
that people are able to infuse their best value
for teams spread across hybrid or distributed models.
Pick one recurring moment each week that's totally human.
Maybe it's five minutes at the top of a meeting
or an optional Friday coffee chat.
The goal is in performance. It's just to connect.
Burnout thrives in silence and separation.
Connection doesn't require a retreat,
it just needs some space.
And finally thrive, which asks,
are we building something sustainable?
Or are we just surviving right now?
This is the one we skip most often.
We tell ourselves that we'll rest after the quarter closes,
after the next launch, the next fire drill.
But thriving is not a reward for surviving.
It's the thing that actually fuels
our ability to keep going.
So ask your team,
where in our work do you feel the most agency to shape
how things get done to manage your time
or protect your focus?
And where are you feeling boxed in?
What's one part of how we work that makes it hard
to set boundaries even when we want to?
And when have you felt truly seen or appreciated?
And what made that moment feel real for you?
And how can we start to make that kind
of connection more common?
So this week, you might run a boundary reset with your team.
Identify one behavior that everyone agrees to protect,
like no meetings before 9:00 AM
or no expectation to answer messages after hours,
and then commit to holding each other to it.
Or audit one recurring ritual, like a meeting
or review cycle, and ask what it costs in time and energy.
And then design a simpler, lighter version together.
Or start a five minute Friday practice
where each person names one moment they felt really proud
of or appreciated.
Keep it consistent and keep it human.
Burnout is a systems issue. It is not a personal problem.
It grows inside of cultures that reward over functioning
and that don't honor boundaries.
So part of the work is noticing what isn't sustainable
and then beginning to shift slowly and together.
If even one of these questions
or ideas spark something for you
or your team, that's movement, that's activation.
This is where we start to change.
You don't need to fix it all, not today.
You just need to stop pretending
that burnout will solve itself.
And if you wanna bring this work into your organization,
I would love to support you.
I can deliver a talk to your team,
run an in-person workshop, whatever you need, visit lead
above noise.com/burnout
or reach out anytime Next week we'll close out the series
with part four where we'll talk about how
to sustain momentum, make these changes stick
and build a system that hold you up
instead of wearing you down.
Until then, thanks so much for listening
and have a successful week.
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