A message from Lois Brooks, vice provost for information technology and chief information officer:
The coming academic year promises to be even busier than past years for those of us in the IT community. Many initiatives underway in colleges and divisions across the university rely on our partnership and support. In particular, 2 major initiatives will require our time and attention to succeed:
- The administrative transition to Workday and all of the related systems and data work
- Smart Access, the next-generation cybersecurity effort that will touch systems and devices across the university
Both initiatives are university priorities. Both are important and strategic for the university. And both will require a lot of work.
We have the skills and capability to do everything asked of us. However, we should be mindful that long hours, deadlines, communication challenges, and energy-intense projects can affect our well-being and effectiveness. Many of us also have commitments outside the university, such as family care, that can compound work-related stresses. So as we move forward, we must keep an eye out for burnout in ourselves and our colleagues.
What does burnout look like?
The World Health Organization now considers burnout an occupational phenomenon. In the U.S., a Gallup survey found that 76% of employees have experienced burnout on the job, and 28% say they feel burned out “very often” or “always.” Employee surveys have shown we are not immune to those trends at UW–Madison.
Burnout is more than just a feeling of tiredness or frustration. It’s a state of emotional, physical and mental exhaustion caused by too much stress. Common signs include:
- Fatigue and sleep disturbances
- Irritability, cynicism and reduced empathy
- Withdrawal from work and colleagues
- Headaches and other physical symptoms
In IT, burnout often stems from the “always on” nature of our work. The pressure to keep systems operational 24/7, tackle urgent issues at all hours and constantly learn new technologies can be formidable. Add in the demands of major projects this year, and it can be a recipe for chronic stress.
What can we do about it?
The good news is that burnout is not inevitable. By being proactive and intentional about how we work, we can create a more sustainable IT culture. Here are some strategies to counteract some of what’s fueling burnout in organizations:
- Reduce complexity. Look for ways to simplify workflows and limit unnecessary interactions. Consider schedule hacks like meeting-free days and shortening meetings to allow 5-to-10-minute breaks between appointments.
- Set clear boundaries. Establish team norms around communication, meeting schedules and after-hours work. Be explicit about when urgent responses are truly needed vs. when things can wait until the next workday.
- Make work visible. Use visible work systems to boost transparency and efficiency. Tools like Kanban boards and task trackers help reduce context switching, minimize interruptions and enable focused work. They also enhance meetings with clear agendas and actionable outcomes.
- Build in renewal time. Managing your energy helps you make better use of your time and is often more effective than putting in long hours. Take regular breaks, get away from your desk at lunch and find ways to mentally transition between work and personal time.
- Model healthy behaviors. IT leaders set the tone for their teams. When we send emails at all hours and fail to use all our vacation time, we implicitly tell our teams to do the same. Instead, show your team what it looks like to prioritize personal well-being and work-life balance.
As we look ahead to the 2024-25 academic year, let’s continue to look for ways to prevent and address burnout in the UW IT community. This effort isn’t just about individual self-care (though that’s important). It’s about creating a culture where sustainable high performance is the norm.
By taking care of ourselves and our teams, we’ll be more ready to tackle the exciting challenges and opportunities ahead.
— Lois
Related links
- What happens when teams fight burnout together — Harvard Business Review
- Why employees who work across silos get burned out — Harvard Business Review
- What’s fueling burnout in your organization? — Harvard Business Review
- Employee burnout: The biggest myth — Gallup
- Burnout: A review of theory and measurement — International Journal of Environmental Research and Public Health
- Equity, Inclusion and Employee Well-Being — University of Wisconsin–Madison