Yasmene Mumby

Terms such as “soft life” and “work-life balance” are gaining visibility and viral momentum, in part, because they support the appealing declaration that life is not meant to be about toiling at work. The false urgency to produce as much as possible as quickly as possible and to answer emails, calls, and Slacks at any hour of the day is neither healthy nor sustainable.

Deloitte's global survey of Gen-Z and Millennials in the workplace report that many feel burned out, yet feel compelled to take on second jobs to meet rising costs of living, and are advocating for more purposeful—and flexible work roles. In the same global survey, 44% of Gen Zers and 43% of Millennials candidly admitted that people at their companies are quitting jobs because of burnout. The impact on teams cannot be ignored.

Employees experiencing burnout and job stress is costing US companies as much as $300 billion a year to cover health costs, absenteeism, and poor performance.

The cost of doing nothing can leave employers with an overburdened, overworked, and unsatisfied workforce. Many of whom may and will continue to choose to leave their roles. The US business sector may see turnover rates as high as 24% in these upcoming years post pandemic.

We need leaders who prioritize leading their teams to produce at a sustainable pace more than ever. Leading at a sustainable pace involves making leadership moves from your wellbeing reserves.

For organizations to survive and teams to thrive, leadership has to now consider the impact of their action and inaction on staff wellbeing. Prioritizing people before production and profit is not an option—it’s essential.

LEARNING OBJECTIVES - Participants will:

• Reflect on how time is allotted and areas where energy is depleting as an individual and team
• Explore the dynamics that contribute to overwhelm within a team and threaten the likelihood of team cohesion
• Learn communication strategies to help managers and C-level positions prioritize high impact results work with their direct reports
• Create an action map of the most incremental steps a leader could take towards cultivating a team that works at a sustainable pace back at work