公司高管們往往認為員工的倦怠是個人問題，而不是公司組織上的普遍問題。這是個錯誤認知。
不要試圖幫助個人處理壓力，而應該關注那些可能導致壓力的不受約束的組織規範，比如工作量大，文化上總是有問題，以及花費太多時間在開會上。看看員工花了多少時間在解決跨部門的協調工作上？
運用這些調查或回饋數據，了解在企業內那些人員的工作量已經超負荷了。
鼓勵領導主管進行有針對性的變革，例如重新設計工作流程、建立新的文化規範、明確每個人的時間都是寶貴的資源。
通過解决導致工作倦怠的條件，你可以在它發生之前控制住它。Does your company's norm lead to employee burnout?
Executives
tend to think that employee burnout is a personal problem, not a common problem
in corporate organizations.
Don't
try to help people deal with the pressure, and should pay attention to those
may lead to pressure from organizational constraints, such as heavy workload,
there is always a cultural problem, and spend too much time in meetings. Look
at how much time staff spent in
solving coordination across departments?
Using
these surveys or feedback data to understand who in the corporate has overloaded? Encouraging leaders to carry out
targeted change, such as redesigning work processes, creating new cultural
norms, and defining each person's time as a valuable resource.
By
solving conditions that lead to burnout, you can control it before it happens.
