About a year ago, Abigail began her first day on a new job. She was a software engineer, new to the workforce, and eager to make a good impression on her colleagues. At the end of the day, she noticed a fine, jagged line on the floor of the office, stretching the length of the building. She examined it, puzzled. She was pretty sure she hadn’t noticed it earlier, and almost as sure that it hadn’t been there when she’d arrived. For a moment she considered asking someone about it, but she didn’t feel comfortable inquiring about structural integrity on her first day.

Employee burnout is something all organizations face regardless of industry, employee experience or position within the company. When that is coupled with the stress of the past 18 months, including COVID, political unrest, and other stressors in our lives, we find that people can begin buckling under that pressure. Keeping that in mind, as leaders, we need to figure out ways to not only retain our employees but, keep them from reaching the point where they burn out. We addressed retention in our last blog post and went into detail about ways to improve your culture and unearth underlying issues within your team.

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